council agenda, november 4

AGENDA

Ordinary Meeting of Council

6.00pm Wednesday 4 November 2015

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

QUESTION TIME WILL BE LIMITED TO WRITTEN QUESTIONS RECEIVED BEFORE

12 NOON ON THE DAY OF THE MEETING. THE QUESTIONS WILL BE READ BY A COUNCIL

REPRESENTATIVE AND ANSWERED BY THE MAYOR. THERE WILL NOT BE AN OPPORTUNITY FOR

QUESTIONS TO BE ASKED FROM THE FLOOR

VENUE:

Reception Room,

Bendigo Town Hall,

Hargreaves Street, Bendigo

NEXT MEETING:

Special Meeting of Council - Tuesday 10 November 2015

Ordinary Meeting of Council - Wednesday 25 November 2015

Bendigo Town Hall

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

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

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

Council Vision

Greater Bendigo - Working together to be Australia's most liveable regional city.

Council Values Council wants the community to continue to have reason to be proud of the city and will do this through:

Transparency - Information about Council decisions is readily available and easily understood;

Efficiency and effectiveness - Council provides services based on evidence of need and demonstrates continuous improvement in the delivery of services;

Inclusion and consultation - Council uses a range of engagement strategies to ensure community members can understand and take part in discussion that informs the development of new strategies and actions;

Clear decisive and consistent planning - In a rapidly growing municipality, Council undertakes to plan effectively for our long-term future;

Respect for community priorities and needs - Council will advocate for improved services for community members and will consider community impact and feedback the decisions it makes.

Themes 1. Planning for Growth

2. Presentation and Vibrancy

3. Productivity

4. Sustainability

5. Leadership and Good Governance

ORDINARY MEETING WEDNESDAY 4 NOVEMBER 2015

ORDER OF BUSINESS:

ITEM PRECIS PAGE

ACKNOWLEDGEMENT OF COUNTRY 6

PRAYER 6

PRESENT 6

APOLOGIES 6

SUSPENSION OF STANDING ORDERS 6

PUBLIC QUESTION TIME 6

RESUMPTION OF STANDING ORDERS 7

CR WERAGODA'S REPORT 7

DECLARATIONS OF CONFLICT OF INTEREST 8

CONFIRMATION OF MINUTES 9

1. PETITIONS AND JOINT LETTERS 11

1.1 Petition: To Keep Bendigo Occasional Care Open 11

2. PLANNING FOR GROWTH 13

2.1 Planning Scheme Amendment C212 - Corrections

Amendment - Consider for Authorisation

13

2.2 376-378 High Street Golden Square - Partial Demolition of

Existing Dwellings, Demolition of Two Carports and

Construction of a 22 Unit Motel, Car Parking Reduction,

Advertising Signage and Creation of a Vehicular Access

to a Category Road Zone 1

27

2.3 21-25 Curtin Street, Flora Hill - 7 Lot Subdivision 31

2.4 Commercial Land and Activity Centre Strategy 48

2.5 Rosalind Park Recreation Reserve Precinct Master Plan

and Management Framework

64

2.6 Bendigo Botanic Gardens Cast Iron Conservatory 69

3. PRESENTATION AND VIBRANCY 81

3.1 Municipal Public Health and Wellbeing Plan Annual

Review

81

3.2 Positive Ageing Strategy 2011-2015 Completion Report 87

3.3 Violence Prevention Plan 2012-2015 Completion Report 93

4. PRODUCTIVITY 97

4.1 Economic Development Strategy: 2014-2020

(Implementation Update)

97

4.2 Bendigo Tramways Study and Strategic Plan 101

4.3 Annual Summary of Operations - Capital Venues and

Events 2014/15

116

4.4 Annual Summary of Operations - Bendigo Art Gallery

2014/15

122

4.5 Annual Summary of Operations: Bendigo Airport 2014/15 127

4.6 Annual Summary of Operations - Bendigo and Heathcote

Tourism Visitor Information Centres 2014/15

132

4.7 Annual Summary of Operations - Major Events Unit

2014/15

141

4.8 Bendigo Small Business Festival 2015 146

5. SUSTAINABILITY 150

6. LEADERSHIP AND GOOD GOVERNANCE 151

6.1 City of Greater Bendigo Annual Report 2014/2015 151

6.2 Councillor Conduct Panel Decision 155

6.3 Council Meeting Dates 2015/2016 157

6.4 Audit Committee Chairperson's Annual Report 2014/15 159

6.5 Independent Review Progress Report November 2015 162

6.6 Record of Assemblies 172

6.7 Contracts Awarded Under Delegation 179

7. URGENT BUSINESS 181

8. NOTICES OF MOTION 181

9. COUNCILLORS' REPORTS 181

10. MAYOR'S REPORT 181

11. CHIEF EXECUTIVE OFFICER'S REPORT 181

12. CONFIDENTIAL (SECTION 89) REPORTS 181

12.1 Confidential Report in accordance with Section 89(2)(e) of

the Local Government Act 1989, relating to a proposed

development.

181

____________________________

CRAIG NIEMANN CHIEF EXECUTIVE OFFICER

6 Ordinary Meeting - 04 November 2015

PAGE 6

ACKNOWLEDGEMENT OF COUNTRY

PRAYER

PRESENT

APOLOGIES

SUSPENSION OF STANDING ORDERS

That Standing Orders be suspended to allow the conduct of Public Question Time.

PUBLIC QUESTION TIME

Public Question Time Guidelines Public Question Time – Purpose Council has provided the opportunity for members of the public to lodge written questions of broad interest to Council and the community. Matters relating to routine Council works should be taken up with Council’s Customer Service Officers through its Customer Request System. Question time will be limited to written questions received before 12 noon on the day of the meeting. The questions will be read by a Council representative and answered by the Mayor. No questions relating to planning matters on the Agenda will be accepted. By the time planning matters have reached the council agenda, they have been through an extensive process as required by the Planning and Environment Act. In addition, in most instances mediation has been held between the parties involved. Throughout the process there are many opportunities for people to ask questions. Public Question Time – Where, When And Who The public question time is held at every Ordinary Meeting of Greater Bendigo City Council. Meetings of Council commence at 6.00pm in the Reception Room, Bendigo Town Hall, Hargreaves Street, Bendigo. The public question time is held at the start of the meeting as close as practical to 6:00pm. A maximum of 30 minutes has been provided for registered written questions.


PAGE 7

Acceptance of Questions Council’s Meeting Procedure Local Law does not allow for other questions or comments during the remainder of the meeting. 1. An individual may only lodge one question per meeting. 2. In the event that the same or similar written question is raised by more than one

person, an answer may be given as a combined response. 3. In the event that time does not permit all written questions registered to be

answered, questions will be answered in writing or referred to the next meeting if appropriate.

4. The Mayor and or CEO have the right to decline registration on basis of:

Legal proceedings;

More appropriately addressed by other means;

Vague or lacking in substance, irrelevant, frivolous, insulting offensive, improper, defamatory or demeaning;

Answer likely to compromise his / her position;

Confidential, commercial-in-confidence. 5. Each individual whose written question has been accepted or declined will be

advised by early afternoon on the day of the scheduled meeting. 6. In the event of a written question being declined the question will be circulated to

the Council for information.

RESUMPTION OF STANDING ORDERS

That Standing Orders be resumed.

CR WERAGODA'S REPORT


PAGE 8

DECLARATIONS OF CONFLICT OF INTEREST

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


PAGE 9

CONFIRMATION OF MINUTES

Minutes of the Ordinary Meeting of Wednesday 14 October 2015. The following items were considered at the Ordinary Council meeting held on Wednesday 14 October 2015 at 6:00pm.

Petition: Request for City of Greater Bendigo to Rethink Organic Waste Options

Response to Petition: Keep the Discovery Science and Technology Centre Open

Response to Petition: Kangaroo Flat (Browning Street) Leisure Centre Building/Greater Bendigo Aquatic and Wellbeing Centre

Response to Petition: Request to Provide an Additional Access Road and Car Parking within the Big Hill Primary School Vicinity

Petitions Not Requiring Council Resolution

Safe Haven Enterprise Visa Program

Draft Greater Bendigo Municipal Early Years Plan

Greater Bendigo Regional Food Hub - Draft Feasibility Study

Aquatic Facility Operations Summary 2014/15

2016-2017 Community Sports Infrastructure Fund

Timor Leste Report 30 September 2015

2015/16 Community Grants Program Round 1

Planning Scheme Amendment C214 - Domestic Wastewater Management Strategy - For Adoption

Planning Scheme Amendment C219 - Applying the Heritage Overlay to Part of 16 Crook Street, Kennington - For Adoption

11-13 Weir Court, Kangaroo Flat - Subdivision of Land (4 Lots), Demolition of Outbuildings; Removal of an Easement and Creation of an Easement

182 Wattle Street, Bendigo - Partial Demolition of Dwelling, Demolition of Outbuilding, Three Storey Extension to Existing Dwelling and Construction of Swimming Pool (Amended Plans)

485 Tannery Lane, Strathfieldsaye - 2 Lot Subdivision

142 Ryalls Lane, Strathfieldsaye - 2 Lot Subdivision of Land

73-77 Kennewell Street and 171 St Killian Street, White Hills - Staged Subdivision of Land into 21 Lots and Removal of Native Vegetation

Unity Mining ERC - Nominations for Community Representatives

Greater Bendigo Planning Scheme Amendment C217 - Big Hill and Mandurang Valley Landscape Assessment

Financial Statements and Performance Statement for the Financial Year 2014/2015

Bendigo Golf Club - Request to Reimburse Back Rates

Policies Applicable to Councillors

Councillor Dispute Resolution

Membership of Murray Darling Association

Submission to Heritage Act Review 2015

Record of Assemblies

Contracts Awarded Under Delegation

Appointment of Independent Member of the Audit Committee

Notice of Motion: Lake Eppalock

Confidential Section 89 Report: Contractual Matter


PAGE 10

The unconfirmed minutes have also been posted on the City of Greater Bendigo website pending confirmation at this meeting. RECOMMENDATION That the Minutes of the Ordinary Meeting of Council held on Wednesday 14 October 2015, as circulated, be taken as read and confirmed.


PAGE 11

1. PETITIONS AND JOINT LETTERS

1.1 PETITION: TO KEEP BENDIGO OCCASIONAL CARE OPEN

[Petitions and joint letters with ten (10) or more signatures are included in the agenda or tabled at the meeting, unless there is a separate legal process for considering the petition or joint letter, as there is for planning submissions or submissions following public notices (Section 223 LGA)]. A petition has been received from concerned residents and ratepayers regarding the proposal to change the Bendigo Occasional Care to 'Long Day Care', as outlined below: "We, the undersigned residents and ratepayers of Greater Bendigo City Council,

formally request Council to keep Bendigo Occasional Care as 'occasional child care' instead of changing to 'long day care' from January 2016. There is no alternative occasional care available in Bendigo for families that currently use this crèche or for families that will require occasional care in the future. Being used by many families, this crèche has been in operation since November 1988. Bendigo Occasional Care has enabled parents to work casually or on a roster, to study and go out on placement, for at risk families to have a break for an hour or two, for the stay at home parent to be able to attend an appointment, these are only a few of the reasons that care is needed, to lose this facility would be a great loss to the Bendigo community".

Signatures - 151 Officer comment (Pauline Gordon, Director Community Wellbeing) Council resolved in late 2014 to convert the Bendigo Occasional Care Centre at the Annie Galvin Learning Centre to a Long Day Care Early Learning Centre as from 1 January 2016. The rationale for this decision was as follows:

The Occasional Care Centre was significantly underutilised and the cost of providing the service was increasing

Virtually all the 18 Occasional Care Centres established in 1987 across the country have now been converted to long day care centres due to the centres not being viable

Council only provide around 13% of the total of childcare places available in the City.


PAGE 12

There will still be capacity for 20 occasional care places across Council’s Early Learning Centres. In addition when there are absences in the long day care places, it is a good business practice to fill these places with occasional care users.

There is an overall loss of nine occasional care places and Council adopted the transfer of occasional care places to long day care as a result of its low utilisation of 49% and the expense incurred.

Given Council made this decision in late 2014, the transfer has already been approved and is effective from January 2016. These long day care places are already committed.

Other centres across Bendigo also provide occasional care, for reasons such as appointments or socialisation purposes. Families are encouraged to contact early learning centres to discuss their individual needs.

The Commonwealth is currently reviewing the Family Day Care and In Home Services in recognition of the need to provide flexible and affordable child care.

RECOMMENDATION

That the petitioners be advised of Council's previous decision and that parents be encouraged to discuss their individual childcare needs with the Childcare Centre Coordinators.

Planning for Growth - Reports 13 Ordinary Meeting - 04 November 2015

PAGE 13

2. PLANNING FOR GROWTH

2.1 PLANNING SCHEME AMENDMENT C212 - CORRECTIONS AMENDMENT - CONSIDER FOR AUTHORISATION

Document Information

Author Frank Casimir, Statutory Planner Responsible Prue Mansfield, Director Planning & Development Director

Summary/Purpose

Amendment details: This Amendment corrects technical and mapping errors in the Greater Bendigo Planning Scheme to further improve its effective and efficient operation. It also provides for the rezoning of one Council-owned property that Council has identified as being a surplus asset.

Proponent: City of Greater Bendigo - Planning Services

Key issues: Remove unnecessary planning permit triggers resulting from zoning or overlay mapping errors.

On-going improvements to the operation of the Greater Bendigo Planning Scheme.

Rezone Council owned 15-17 Balmoral Drive, Golden Square to General Residential Zone as Council has already resolved to sell this land.

Recommendation: Council requests the Minister for Planning to authorise Amendment C212 to the Greater Bendigo Planning Scheme, and when authorised, exhibit the Amendment.

Policy Context

City of Greater Bendigo Council Plan 2013 – 2017 (2015-2016 Update) Planning for Growth:

Council manages the planning and development of the City through the preparation of major Strategies and effective amendments to the planning scheme.

o Continue to review and improve planning systems and procedures.


PAGE 14

Background Information

The key steps in the Amendment process are summarised below:

The Amendment forms part of the on-going identification of errors in the Planning Scheme by City planning officers and the general public. The amendment is part of the Planning Unit’s regular system improvements programme. The amendment has been prepared to correct 73 identified anomalies and errors in the Greater Bendigo Planning Scheme. The anomalies and errors are minor in nature and the corrections will mostly reflect the current land use and/or ownership. It is expected that these corrections will result in the more effective operation of the Scheme. Out of the 73 proposed corrections, 27 have previously been considered by Council as part of Amendment C210. Amendment C210 went to the Minister for Planning as a request under the “Prescribed Ministerial Amendment” process where the Minister undertakes “fast track” amendments to fix errors. Unfortunately, the Minister refused to correct all of the errors submitted.

Send to Minister for Approval and Gazettal

Council decides to Adopt or Abandon the Amendment

Council requests an Independent Panel to consider submissions

Submissions received

Public Exhibition of Amendment

Council decides whether to seek Ministerial Authorisation

Amendment prepared

Panel Hearing held

We are at this point


PAGE 15

The amendment also includes 15-17 Balmoral Drive, Golden Square, identified by Council as a surplus asset to be disposed of and already supported by Council for authorisation for rezoning. This amendment is a step forward toward the rezoning of this property before it can be sold.

Previous Council Decisions 06 May 2015 Council resolved to sell 15-17 Balmoral Drive, Golden Square (part)

subject to section 223 of the Local Government Act 1989 after requesting the Minister for Planning authorisation to prepare and exhibit an amendment rezone it.

18 June 2014 Council resolved to request the Minister for Planning to prepare, adopt

and approve Prescribed Amendment (Corrections and Anomalies) C210.

Report

The Planning and Environment Act 1987 allows for a Planning Scheme Amendment to be initiated by a municipal Council, or a Council can respond to a request for an Amendment by any person or body. When requesting authorisation from the Minister for Planning, an Explanatory Report must be submitted that discusses the purpose, effects and strategic justification for the Amendment. Key issues identified in the Explanatory Report are summarised below. Land Affected by the Amendment & What the Amendment does The amendment affects the following 73 properties. Due to the number of properties involved, it is not practical to provide a map in this report to show them all. The amendment proposes to correct zone, overlay and text errors in the Greater Bendigo Planning Scheme. The errors come mainly from mapping errors, historic uses or land having been transferred from public to private ownership or vice-versa without the appropriate required rezoning. The amendment proposes to correct the zones for 49 properties, correct overlays on 14 properties and corrects zoning and overlays on 10 properties. The amendment also includes the following change:

In the Local Planning Policy Framework – Clause 22.26 (White Hills Residential Character Policy), the Objectives and design response for the White Hills Precinct 3 (WH3) is amended to identify the following correction:

o The second design response now reads as “Buildings should be setback between

1 and 3 metres from both side boundaries, based on the predominant pattern in the streetscape.”

o The third design response now reads as “The front setback should be not less

than the average setback of the adjoining two dwelling.”


PAGE 16

Summary of Abbreviations

CZ Commercial Zone

FZ Farming Zone

GRZ General Residential Zone

IZ Industrial Zone

LDRZ Low Density Residential Zone

MUZ Mixed Use Zone

PCRZ Public Conservation & Resource Zone

PPRZ Public Park & Recreation Zone

PUZ Public Use Zone

RDZ Road Zone

RLZ Rural Living Zone

SUZ Special Use Zone

TZ Township Zone

BMO Bushfire Management Overlay

DDO Design & Development Overlay

DPO Development Plan Overlay

EAO Environmental Audit Overlay

ESO Environmental Significance Overlay

HO Heritage Overlay

LSIO Land Subject to Inundation Overlay

NCO Neighbourhood Character Overlay

PO Parking Overlay

SLO Significant Landscape Overlay

VPO Vegetation Protection Overlay

Property Address

Current Zones / Overlays

Proposed Reasons

Dairy Flat Road, Argyle

FZ/PCRZ, BMO and ESO3

Rezone CA B16R from PCRZ to FZ. No change to overlays

Private land in two zones (Mapping error). PCRZ not appropriate for private land.

8 Sugarloaf Road, Axedale

RLZ, ESO1, VPO2

Include the existing house in the Planning Scheme Map (34HO).

The house is listed in the Schedule to the Heritage Overlay (HO741) but was not mapped. Correction of a mapping error/omission


PAGE 17

Property Address


Proposed Reasons

77-85 Pall Mall, Bendigo (former Police Station), Bendigo

PUZ6 (Local Government), DDO5, HO227, PO1

Rezone to PUZ7 (Other public use). No change to the overlays

Public land not used by local government (being used by the Bendigo Magistrate Court).

30 Myers Street Bendigo

GRZ, DDO5, NCO1, PO1

Rezone to MUZ Isolated residential parcel, rezoning will facilitate orderly zoning pattern.

133-145 Lily Street Bendigo (St John of God Hospital Site).

SUZ2 (Private Hospital), HO11 in part

Delete HO11 HO11 covers the site at 138-140 Lily Street and encroaches into part of the adjoining Lily Street road reserve. This road reserve has now been acquired to form part of the hospital site and therefore, the HO is no longer required on this portion of land.

208 Forest Street, Bendigo

PPRZ /GRZ Rezone to GRZ Private land incorrectly in two zones with existing residential use. PPRZ not appropriate.

32 Myers Street, Bendigo

MUZ, NCO1, PO1, DDD5

Delete NCO1 NCO1 not appropriate to the zoning of the land (MUZ).

4/84 Mollison Street, Bendigo

MUZ, NCO1, PO1, DDO5

Delete NCO1

NCO1 not appropriate to the zoning of the land (MUZ).

18 Rose Street, California Gully

GRZ Rezone to PPRZ Public land used as a park. COGB is committee of management and wants the land to remain as a park.

3 Staley Street, California Gully

GRZ, Part HO329

Apply HO329 to the whole site

Correction of a mapping error as the HO has only been applied to half of the property.

18 Hodgson Street, Eaglehawk

GRZ/PCRZ Rezone the whole site to PCRZ.

Public land (DELWP). GRZ not appropriate.

30 Whipstick Road, Eaglehawk

FZ/GRZ/PCRZ/RCZ

Rezone the whole site to PCRZ

Public land (DELWP).

19 Walls Street, Eaglehawk

GRZ/ PPRZ Rezone the whole site to GRZ

Private land in two zones with existing residential use. PPRZ not appropriate.

25 Walls Street, Eaglehawk

GRZ/ PPRZ Rezone the whole site to GRZ.



PAGE 18

Property Address


Proposed Reasons

36 Burnside Street, Eaglehawk

PPRZ/GRZ Rezone the whole site to GRZ.


20 Lester Street, Eaglehawk

GRZ, HO371 Delete HO371 The dwelling individually listed as HO371 has now been removed from the site and this HO is no longer relevant. HO22 which applies to the whole precinct should be applied to this site instead.

Apply HO22

91-99 Midland Highway, Epsom

C2Z/PPRZ/ FZ, ESO1, LSIO

Rezone the whole site to C2Z. No change to the overlays.

Private land in three zones with existing commercial development. PPRZ and FZ not appropriate.

52 Simmie Street, Elmore

PUZ4 Rezone to TZ Private land with existing residential use.









65-69 Railway Place, Elmore (developed with dwelling and post office)

RDZ1 Rezone to TZ Private land with existing residential use (Mapping error).

2 Dean Close, East Bendigo

LDRZ/PUZ1, DPO4, DDO17, EAO2

Rezone the whole site to LDRZ. No change to the overlay.

Land in two zones with existing residential use. PUZ1 (Service & Utility) not appropriate for residential land.

22-24 Hammer Street, Flora Hill

GRZ Rezone to C1Z Private land used for commercial purposes (coffee shop)

26-30 Hammer Street, Flora Hill

GRZ Rezone to C1Z Private land being used for commercial purposes (Pharmacy) for 15+ years.

29 Wirth Street, Flora Hill

GRZ/PUZ2 Rezone the whole site to PUZ2 (Education)

La Trobe University Campus (Mapping error).


PAGE 19

Property Address


Proposed Reasons

70-74 Woodward Road, Golden Gully

PCRZ/LDRZ, DPO4, BMO

Rezone the whole site to PCRZ.

Park erroneously zoned LDRZ

Delete DPO4 DPO4 not applicable on PPRZ zoned land.

32-34 MacCullagh Street, Golden Gully

LDRZ/PPRZ, VPO1, ESO1

Rezone the whole site to LDRZ. No change to overlays


97 Maple Street, Golden Square

GRZ Rezone to PCRZ Public land (DELWP). GRZ not appropriate.

119 Hattam Street, Golden Square

GRZ/IN1Z Rezone the whole site to PCRZ.

Public land (DELWP) surrounded by a residential area. PPRZ required for consistency with adjoining public land.

77A Mackenzie Street West, Golden Square

GRZ/PPRZ Rezone the whole site to PPRZ.


21-27 Inglewood Street, Golden Square

GRZ/PUZ2 Rezone the whole site to PUZ2 (Education)

Public land used for education. GRZ not appropriate.

67 Inglewood Street, Golden Square

LDRZ/GRZ/ PUZ1

Rezone the whole site to PUZ1 (Service & Utility)

Public land (Coliban Water). GRZ and LDRZ not appropriate.

15-17 Balmoral Drive Golden Square

PPRZ Rezone to GRZ Council has resolved that the land is surplus and should be disposed of after rezoning to GRZ.

55-59 Englishs Road, Goornong

LDRZ, DPO4 PUZ6 (Local Government) Delete DPO4 Apply EAO

Public land.

Ward Street, Goornong

LDRZ DPO4

PPRZ Delete DPO4

Council land. LRDZ not appropriate.

1 Barrack Street, Heathcote

LDRZ, DPO4, ESO3, SLO1, BMO

Rezone to PCRZ Public-owned land (DELWP).

Delete DPO4 DPO4 not applicable on public land zone.

82-84 Rennie Street, Huntly

C2Z/LDRZ, DPO4, ESO1 (Part), LSIO (Part)

Rezone the whole site to LDRZ. No change to the overlays

Mapping error.


PAGE 20

Property Address


Proposed Reasons

40-56 Marong Road, Ironbark

PPRZ/GRZ/ PUZ7, HO26, HO27, HO492

Rezone the whole site to PPRZ. No change to overlays.

Public land (COGB). PUZ7 and GRZ not appropriate.

218 Don Street, Ironbark

PPRZ/GRZ Rezone to GRZ Private land in two zones with existing residential use. PPRZ not appropriate.

155 Kangaroo Gully Road, Kangaroo Flat

PCRZ/LDRZ Rezone the whole site to PCRZ.

Parkland (regional park) erroneously zoned LDRZ.

39-47 Muir Street, Kangaroo Flat

LDRZ, DPO4, SLO1

Rezone to PCRZ Public land (DELWP). LDRZ not appropriate.

Delete DPO4 DPO4 not applicable to public zone land.

39 Golden Gully Road, Kangaroo Flat

PCRZ Rezone to LDRZ Private land with existing residential use Proposed zone and overlays are consistent with adjoining residential sites.

Apply DPO4 and SLO1

2 Short Street Kangaroo Flat

PUZ4 HO704

Rezone to GRZ Private land with existing residential use.

Delete HO704 HO704 applies to the adjoining Railway Station Complex only and has erroneously been applied to this private residence.

12 Carpenter Street, Kangaroo Flat

PPRZ / GRZ Rezone to GRZ Private land in two zones with existing residential use. PPRZ not required.

14 Carpenter Street, Kangaroo Flat

PPRZ /GRZ Rezone the whole site to GRZ.

Private land in two zones with existing residential use. PPRZ not required.

266 High Street, Kangaroo Flat

GRZ /PPRZ Rezone the whole site to GRZ.

Private land in two zones with existing private residences. PPRZ not required

Morrison Street, Kangaroo Flat

PPRZ, DPO4 Delete DPO4 (Density Management Areas)

DPO4 (Density Management Areas) not applicable to public land.

1-25 Poulston Street, Long Gully

GRZ Rezone to PCRZ Public land owned by DELWP. GRZ not appropriate.


PAGE 21

Property Address


Proposed Reasons

59-69 Anderson Street, Long Gully

GRZ Rezone to PCRZ Public land owned by Parks Victoria. GRZ not appropriate.

721 Calder Alternative Highway, Lockwood South

FZ, HO531 Rezone to PPRZ HO531

Public land being used as a cricket oval. FZ not appropriate.

47 Gold Associates Road, Maiden Gully

IN3Z/SUZ4 Rezone the whole site to SUZ4 (Private Sport and Recreation Facilities, Marong Raceway Go-Kart Track).

Public land being used as a recreation facility.

2A Hannans Road, Mandurang South

PPRZ/LDRZ DPO4

Rezone the whole site to PCRZ

Parkland erroneously zoned LDRZ.

Delete DPO4 DPO4 not applicable on PPRZ zoned land

Latham Street, North Bendigo

LDRZ Rezone to PCRZ Public-owned land.

Delete DPO4 DPO4 not applicable to public zone land.

106 Prouses Road, North Bendigo

LDRZ, DPO4, SLO1, VPO2

Rezone to PCRZ. Public-owned land (DELWP) and the proposed new zone is consistent with adjoining public land.

Delete DPO4. DPO4 not applicable to public zone land.

208A Holdsworth Road, North Bendigo

GRZ/PPRZ Rezone the whole site to PPRZ.


48 Caledonia Street, North Bendigo

C1Z Rezone to GRZ Private land with established residential use.

50 Caledonia Street, North Bendigo

C1Z Rezone to GRZ Private land with established residential use. Owners have requested the zone be corrected to GRZ.

2 Degille Street, North Bendigo

GRZ /LDRZ, DPO4, VPO2

Rezone the whole site to GRZ.

Land in two zones with most of the site in GRZ. LDRZ not required.


PAGE 22

Property Address


Proposed Reasons

Delete DPO4 (Density Management Areas) VPO2 to remain.

DPO4 (Density Management Areas) not applicable to GRZ

33 Carpenter Street, Quarry Hill

GRZ, HO587 Delete HO587 Incorrect HO applied. HO30 (the Precinct HO) to be applied. Apply HO30









49 Miller Street, Quarry Hill


31 Franklin Street, Sailors Gully

GRZ/PCRZ Rezone the whole site to PCRZ.

Public land.

35-37 Chelsea Boulevard, Strathdale

GRZ Rezone to PPRZ Public land. GRZ not required.

169 Spring Gully Road, Spring Gully

PPRZ/C1Z, ESO1 and LSIO (both in part)

Rezone the whole site to C1Z No change to overlays.

Private land in two zones with existing commercial use. PPRZ not appropriate.

35 Union Street, West Bendigo

PPRZ Rezone to GRZ Private land with existing residential use. PPRZ not required.

51 Bayliss Road, Woodvale

FZ, HO852 Delete the HO on part of the site.

The heritage significance is limited to part of the site only therefore the extent of the HO should be reduced.

6 Wattle Drive Spring Gully

GRZ, BMO, ESO

Rezone to PPRZ At the request of City Property Department as Council is the owner.

29 McClelland Drive, Eaglehawk

GRZ, BMO Rezone to PPRZ At the request of City Property Department as Council is the owner.


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Social, Economic and Environmental Impacts The proposed corrections to the zones, overlays or to the text of the Planning Scheme will have no significant adverse social, economic or environmental effects. The proposed zone corrections will be of social and economic benefit as unnecessary and inappropriate development controls will be removed from the affected land to facilitate their existing uses and future development. There will also be environmental benefit because the Amendment will ensure that the properties are covered with the correct overlay and only to the extent required. The explanatory report gives further details on the social, economic and environmental effects of the Amendment. Strategic Justification – Planning Context The Amendment is supported by the following clauses in the Greater Bendigo Planning Scheme:

State Planning Policy Framework Clause 11.03 Open space management The objective of this clause is to provide for the long term management of public open space. The Amendment supports the objective of this policy by rezoning public land used as public open space to Public Park and Recreation Zone. Clause 13.03 Use of contaminated and potentially contaminated land The objective of this clause is to ensure that potentially contaminated land is suitable for its intended future use and development, and that contaminated land is used safely. Due consideration has been given so no property currently known as being potentially contaminated will be rezoned to a zone which will allow a sensitive use. Clause 15.03 Heritage Conservation The objective of this clause is to ensure the conservation of places of heritage significance. The Amendment supports the objective of this policy by amending the Schedule to the Heritage Overlay, by accurately mapping a number of properties of heritage significance and by applying the correct heritage overlay to various properties. Clause 16.01 Housing (Residential Development) The objective of this clause is to promote a housing market that meets community needs. The Amendment supports the objective of this policy by rezoning land which is currently being used for residential purposes but which is inhibited from further development because it is not appropriately zoned.


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Clause 17.01 Commercial (Business) The objective of this clause is to encourage development which meets the community’s needs for retail, entertainment, office and other commercial services and provides net community benefit in relation to accessibility, efficient infrastructure use and the aggregation and sustainability of commercial facilities. Four of the properties affected by this Amendment are currently being used for commercial purposes but are not in the correct zone for historic reasons or due to mapping errors. The Amendment corrects this by rezoning the subject properties to either Commercial 1 Zone or to Commercial 2 Zone to facilitate their existing use and further development. Clause 19.02-2 Education facilities The objective of this clause is to assist the integration of education facilities with local and regional communities. This clause is relevant to this Amendment because the proposed corrections also affect two properties with existing educational uses. The amendment will rezone these properties to Public Use Zone 2 (Education) to reflect their existing uses and future development. Clause 19.03-2 Water supply, sewerage and drainage The objective of this clause is to plan for the provision of water supply, sewerage and drainage services that efficiently and effectively meet State and community needs and protect the environment. The amendment corrects a mapping error on a site used by Coliban Water to ensure the zone reflects the current use of the site.

Local Planning Policy Framework Clause 21.07 Economic Development This amendment is consistent with this clause as it will ensure that land being used for commercial purposes is appropriately zoned for the business uses. Clause 21.08-1 Environment (Heritage) The objective of this clause is to protect and enhance the municipality’s built heritage for future generations. The amendment is consistent with this clause as it ensures places of heritage significance are correctly mapped in the Planning Scheme. Clause 22.01 Development at the urban-forest interface Policy The objective of this policy is to ensure residential development protects and maintains the environmental values of adjoining forested areas surrounding Bendigo. The amendment deletes the Development Plan Overlay Schedule 4 (Density Management) from a number of publicly owned sites because they are not zoned for residential development. Similarly, it applies the Overlay to a number of properties consistent with surrounding properties where the Overlay is applied.


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Clause 22.06 Heritage Policy The main objective of this policy is to ensure that Greater Bendigo’s heritage assets are maintained and protected. The amendment corrects a number of mapping errors for the heritage overlay to ensure that buildings or places of heritage significance are appropriately protected and maintained.

Consultation/Communication

All land owners and occupiers have been notified of the Amendment and of the proposed changes to their respective properties. Although not all affected land owners yet provided a response to the City, it is not anticipated any of them would raise any major issue because of the nature of the amendment. The Department of Environment, Land, Water and Planning have submitted preliminary comments and they are agreeable to the proposed changes to the zoning of their land. As the amendment will be put on public exhibition after it has been authorised, the affected land owners will have another opportunity to submit their concerns to the City to be addressed and resolved. The documents will be publicly exhibited for a minimum of a month, as required under the Planning and Environment Act 1987. The City must give notice of Amendments to all owners and occupiers who may be materially affected by an Amendment, together with prescribed Ministers and public authorities. The Amendment will also be exhibited in the Government Gazette, the Bendigo Advertiser Newspaper and the McIvor Times.

Conclusion

The Amendment seeks to correct minor errors in the Greater Bendigo Planning Scheme to make it work more efficiently. If it proceeds to the exhibition stage, the City does not anticipate it will receive major concerns or submissions from the land owners or occupiers that the amendment affects. It is recommended that Council seek authorisation from the Minister for Planning to prepare and exhibit the Amendment.

Options

Council has the option of:

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

Requesting further information. The Amendment application documentation is not sufficiently comprehensive for a request to the Minster at this time and would require considerable financial investment to address all issues.

Refusing to request authorisation.


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Resource Implications

The City is responsible for payment of statutory fees and costs incurred in the processing of the Amendment. This may include a panel hearing process if the Amendment has unresolved submissions following exhibition but this is highly unlikely. Officer time will also be required to prepare the Amendment documentation for exhibition, manage the process and liaise with the Minister for Planning. If the Minister agrees to authorise Council to prepare the Amendment, there will be a statutory fee payable of $798 for ministerial approval. We could, however, ask for a fee waiver because this amendment is to correct errors in the Planning Scheme and some of these corrections were refused in Amendment C210. There will be minimal effect on the future resources of the responsible authority as permit activity will have a negligible net change. It is rather expected that some activities will no longer require a planning permit as they will be in the correct zone.

Attachments

Explanatory Report

Maps

RECOMMENDATION

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

C212 to the Greater Bendigo Planning Scheme. 2. When Authorised by the Minister, exhibit Amendment C212 to the Greater

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

3. Request the Minister for Planning to waive approval fees as the amendment is

fixing errors in the Planning Scheme as he has refused to correct some of them previously in C210.


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2.2 376-378 HIGH STREET GOLDEN SQUARE - PARTIAL DEMOLITION OF EXISTING DWELLINGS, DEMOLITION OF TWO CARPORTS AND CONSTRUCTION OF A 22 UNIT MOTEL, CAR PARKING REDUCTION, ADVERTISING SIGNAGE AND CREATION OF A VEHICULAR ACCESS TO A CATEGORY ROAD ZONE 1


Author Chris Duckett, Planning Coordinator Responsible Prue Mansfield, Director Planning & Development Director

Summary/Purpose

Application details: Partial demolition of existing dwellings, demolition of two car ports and construction of a 22 unit motel, car parking reduction, advertising signage and creation of a vehicular access to a Category Road Zone 1

Application No: DC/157/2014

Applicant: Filkel Pty Ltd

Land: 376-378 High Street GOLDEN SQUARE

Zoning: General Residential Zone

Overlays: Neighbourhood Character Overlay 1

No. of objections: 1

Key considerations: The purpose of this report is to clarify Council’s resolution of 27 May 2015 to approve Notice of Decision to Grant a Planning Permit for the development with regard to forthcoming VCAT Hearing.

Policy Context

City of Greater Bendigo Council Plan 2013 – 2017 (2014)

Planning for Growth

Adaptability for change and population growth through good design and careful planning of infrastructure and facilities.

Diverse, affordable and sustainable, housing choices.

Productivity

Fostering business and industry growth.

Sustainability

Distinctive natural setting and buildings are celebrated and conserved.


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Report

Background Information When the application was reported to Council in May, officers recommended refusal of a planning permit on the following two grounds: 1. The proposal would be detrimental to neighbourhood character and is a poor urban

design response to the site context thereby contrary to clauses 15, 21.02-4, 22.08, 22.15, 32.08, 43.05, 52.06-8 and 55 of the City of Greater Bendigo Planning Scheme.

2. The proposed development has not been designed to make an efficient use of solar energy contrary to clause 55 of the City of Greater Bendigo Planning Scheme.

At the request of Council an alternate motion was drafted with conditions that would enable Council to approve a development that was in compliance with the Planning Scheme. The alternate motion included the following conditions:

Condition 1 (bullet point 2) - The retention of the large eucalyptus tree at 376 High Street.

Condition 6 - Prior to commencement of the development the Developer must prepare and implement a Tree Management Plan conforming to Australian Standard AS4970-2009 Protection of trees on development sites.

Council moved an alternate motion to approve a Notice of Decision (NOD) to grant a planning permit in line with the drafted conditions, excluding condition 6. The alternate motion was passed by Council. A Notice of Decision to grant a planning permit was issued to the applicant and objector on 29 May 2015. A planning permit was subsequently approved on 24 June 2015. In July 2015 the applicant contacted Cr. Chapman expressing concern that the permit issued required the tree to be retained and that he had submitted an appeal against the condition to the Victorian and Civil Administrative Tribunal (VCAT). Cr. Chapman requested that the matter be considered again by Council. The applicant has also appealed against conditional requirements for an increased setback to the rear boundary and existing dwelling. VCAT Notice of Decision process When a permit application is made, Council can decide to refuse the permit, or grant the permit immediately, if there are no objections. If there are objections and Council decides to grant the permit, a NOD is sent to all concerned parties, including objectors. The NOD signals Council’s decision to grant the permit and identifies the conditions to be included on it.


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VCAT Conditions Review process Within 60 days of the permit or NOD an applicant may seek a review of any of the conditions imposed on the permit. An objector to the original permit application can choose to become a party to the conditions review. In this case the applicant lodged an appeal against conditions and notified all parties. The objector has registered as a party to the conditions appeal and will rely on the grounds in the attachment to this report. A hearing date for the proceeding has been set for 24 February 2016. A compulsory conference has also been set prior to the hearing for 4 January 2016. A compulsory conference is a confidential meeting at which parties, with the assistance of a Tribunal member, can explore options to reach an agreed settlement on all or some of the matters at issue in a proceeding. Intent of Council A review of the Phoenix FM broadcast of the Council meeting has confirmed that Council’s intent was to approve a development without a requirement to retain the tree. However, the alternate motion that was passed included conditional requirements that the tree be retained. Council is unable to amend the planning permit to reflect their intention as the permit has been issued. Furthermore, conditions are under review at VCAT and there is a third party objector to that review. It is important to note that the objector made their decision not to challenge the decision to grant a planning permit on the basis of the proposed conditions which included the retention of the tree. However Council is able to take a position at VCAT that it does not require the retention of the tree. The objector can, if they choose, make their own submissions on the tree removal issue at the compulsory conference.

Conclusion

Notwithstanding officers’ view that the tree should be retained, in light of Council’s prior intent to allow the removal of the tree it is recommended that Council take a position to VCAT that it consents with the applicant’s request to have condition 1 (bullet point 2) removed.

Attachments

Copy of original Council report and minutes

Copy of permit applicant’s grounds of appeal

Copy of objector’s grounds of appeal


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RECOMMENDATION

That the Greater Bendigo City Council resolve to notify the Victorian and Civil Administrative Tribunal, the permit applicant and objector that it does not intend to contest the removal of condition 1 (bullet point 2).


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2.3 21-25 CURTIN STREET, FLORA HILL 3550 - 7 LOT SUBDIVISION


Author Chris Duckett, Co-ordinator Land Use Responsible Prue Mansfield, Director Planning & Development Director

Summary/Purpose

Application details: 7 Lot subdivision

Application No: DS/503/2015

Applicant: Terraco

Land: 21-25 Curtin Street, FLORA HILL 3550

Zoning: General Residential Zone

No. of objections: 17 (from 15 properties)

Consultation meeting:

A consultation meeting was held on 17 September 2015 attended by objectors, the applicant and Crs Cox, Leach, Campbell and Lyons.

Key considerations: The principle of residential development in this location.

Whether the proposed subdivision is an appropriate outcome which respects neighbourhood character.

Conclusion: The site is in a good location to provide new housing in terms of accessibility to employment opportunities, leisure and shopping facilities and public transport. The proposal will have the positive effect of providing additional, much needed housing in an urban area, whilst preserving neighbourhood character. It is recommended that Council issue a Notice of Decision to Grant a Planning Permit.

Policy Context

City of Greater Bendigo Council Plan 2013 – 2017 (2015-2016 Update)

Planning for Growth

Housing options provide broader choice in order to meet current and future community expectations and needs.

Productivity

Council fosters business and industry growth.


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Sustainability

The built and natural qualities that make Greater Bendigo an attractive and appealing place are valued and conserved.


The application site was the subject of a planning application (DSD/928/2013) for a subdivision and development for 15 dwellings which was refused by the Victorian Civil and Administrative Tribunal (VCAT) following an appeal by the applicant against a failure to determine the application within the statutory timeframe. The application attracted 87 objections and Council had resolved not to support the application at VCAT. In summary, the Tribunal affirmed Council’s resolution, concluding that there would be no impediment to a multi-lot subdivision and development on the site. However, the layout of the proposed subdivision and the number and size of lots had limited opportunities to construct dwellings which would be an acceptable response to the site context or built form outcomes sought by neighbourhood character policy. The decision is considered in detail in the Planning Assessment section of this report.

Report

Subject Site and Surrounds

The site is a relatively regular shaped allotment located on the corner of Curtin and Houlihan Streets with frontages to both streets of around 70m. The site has an area of 3,165m2. The site has a diagonal cross fall of around 3-4 metres from east to west. There are a number of native trees on or close to the boundary of the site. A bus stop served by the number 11 bus route is located directly in front of the site on Curtin Street. There is currently a single storey building on the site which dates from circa 1940 and has been used for forestry purposes connected to the Regional Forest Commission. There is evidence to suggest that the site itself has been used for forestry purposes since 1911. The surrounding land uses are wholly residential and the site is within the area covered by the Flora Hill Residential Character Policy which describes the neighbourhood as follows: "This is an area of post war housing, in which consistency of front and side setbacks within streetscapes is important. Roof shapes are also important as they dominate streetscapes and provide a consistent theme. Front fences are either absent or original and therefore low in height, creating an open feel to the streetscape. Mature trees in reserves or private gardens often dominate the skyline.”


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Figure 1: Location map showing subject site. Objectors’ properties marked with a star, (3 properties outside scope of map).

Figure 2: Aerial photograph


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Proposal

The proposal is to subdivide the land into seven lots. Three lots would have direct frontage to Curtin Street, one lot would be a battle axe lot with access from Curtin Street, two lots would have frontage to Houlihan Street and one lot would be on the corner with frontages to both streets. The lots are in the range of 418 to 562 square metres with lot frontages in the range of 15m to 19m.

The subdivision layout has been designed to retain the trees on the site. It is likely that a number of small street trees may need to be removed from the nature strip in the future to accommodate driveways to the dwellings.

Figure 3: Subdivision plan

Planning Controls - Greater Bendigo Planning Scheme

The following clauses are relevant in the consideration of this proposal: State Planning Policy Framework

11.02 Urban growth

11.05 Regional development

11.12 Loddon Mallee South regional growth

15.01 Urban environment

15.02 Sustainable environment

16.01 Medium density housing


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Municipal Strategic Statement

21.05 Settlement

21.06 Housing Local Planning Policies

22.14 Flora Hill Residential Character Policy Other Provisions

32.08 General Residential Zone

56 Residential Subdivision

65 Decision Guidelines


Referrals The following authorities and internal departments have been consulted on the proposal:

Referral Comment

Powercor No objection subject to conditions

Coliban Water No objection subject to conditions

Tenix No objection subject to conditions

Traffic & Design No objection subject to conditions

Drainage No objection subject to conditions

Public Notification The application was advertised by way of notice on the site and letters to adjoining and nearby owners and occupiers, as well as all objectors to the previous proposal. As a result of advertising, 17 objections were received. In summary the grounds of objection are:

Inadequate subdivision site and context description.

Inadequate information in terms of building envelopes, street and side setbacks and crossovers.

Subdivision should conform with neighbourhood character.

Subdivision plan is poor and an access from Houlihan Street would be better for vehicle movement away from the corner of Curtin Street and Houlihan Street. (An alternative sketch plan was submitted by an objector showing this).

Vehicles need to park on their block not on the street.

Concern about what is proposed to be built.


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Concerns about infrastructure.

Impact on street trees.

The objections are considered in the assessment below.

Planning Assessment

Is an increase in residential density appropriate in this location? Clause 11.05-4 Regional planning strategies and principles has the objective of developing regions and settlements which have a strong identity, are prosperous and are environmentally sustainable. Of relevance to this application is the strategy to promote liveable regional settlements and healthy communities by improving the availability of a diverse range of affordable accommodation, including social housing, in locations with good access to transport, commercial facilities and community services. Clause 11.12 Loddon Mallee South regional growth includes strategies which promote Bendigo as a regional city which seek to facilitate increased residential densities for underutilised sites and land in Bendigo. Clause 16.01 Residential development has objectives which promote a diverse range of housing that meets community needs in locations that offer good access to services and transport and that is both water and energy efficient. The importance of energy and resource efficiency is also referenced in Clause 15.02 Sustainable development. The City's Settlement and Housing policies within the Municipal Strategic Statement (MSS) are supported by a residential development strategy which advocates for urban consolidation in the form of high quality, medium density in-fill housing. The land is zoned General Residential and lies within the Urban Growth Boundary. The proposal meets the overarching objectives of housing policies within the State Planning Policy Framework (SPPF) and the Residential Development Strategy as it would provide for urban consolidation in an area which has good access to local services and facilities. The Residential Strategy highlights key inner urban locations such as the CBD, railway station, hospital and university precincts as Core Development Areas where an increase in residential density is appropriate. The site is not within the indicative boundary of the university precinct as mapped in the Residential Strategy. However it is within walking distance of the university and can readily be considered as part of the precinct. In emerging policy, a review of the Residential Strategy has been completed, adopted by Council and been a considerable way through a Planning Scheme Amendment process with the next stage being the publication of the Planning Panel report. A key component of the new Residential Strategy is to implement the concept of ’10 minute neighbourhoods’ around activity centres. This emphasises the importance of an increase in residential density around the university and the activity centre of Strathdale in facilitating ’10 minute neighbourhoods’.


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In the decision on the previous proposal, VCAT had this to say about the site in relation to policy:

From a policy point of view there can be no question that a 15-lot subdivision and construction of 15 dwellings on the review site is consistent with State and local policy. It is obvious that any redevelopment of this site for more than one dwelling will positively contribute to achieving broad state and local planning policy objectives concerning urban consolidation and more efficient use of land and services. Such development would also be consistent with local policy which seeks to achieve a greater proportion of higher density development (30%) compared to the historic ratio of around 10% for semi-detached housing.

The Tribunal went onto say that:

The question is not whether the site can support a multi lot subdivision and multiple dwellings, but whether what is proposed is acceptable when assessed against site context and the specific provisions for this neighbourhood.

So whilst there is broad agreement that the location is appropriate for some form of medium density, infill development, the key issue in this matter is whether the proposal meets the identified neighbourhood character of the area. This is discussed further below. Is the subdivision layout an appropriate response to the site context and neighbourhood character? Neighbourhood character is referenced as an important consideration throughout the Planning Scheme including Clauses 15.01 Urban Environment, 16.01 Residential Development, 21.06 Housing, 32.08 General Residential Zone and 56 Residential Subdivision. Clause 56.03-5 Neighbourhood character objective states that:

The objective of this clause is to design subdivisions that respond to neighbourhood character. The standards are that subdivision should:

Respect the existing neighbourhood character or achieve a preferred neighbourhood character consistent with any relevant neighbourhood character objective, policy or statement set out in this scheme.

Respond to and integrate with the surrounding urban environment.

Protect significant vegetation and site features. In relation to this clause, the Flora Hill Precinct 4 Residential Character Policy is of particular relevance. The policy seeks a future character that is to be achieved by a series of objectives and design responses including such matters as: maintaining garden settings, respecting dominant building height, front setbacks and dwelling spacing.


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The Tribunal was critical of the previous proposal, particularly with what the Tribunal thought was an application that largely ignored the policy. Of particular concern was:

Continuous attached form to both streets with only one small break between Dwellings 5 and 6,

Small street setbacks of as little as 3 metres,

Near verticality of the two storey walls and lack of articulation,

The use of tandem parking with front entrances off those spaces,

The lack of space for planting new trees to replace those that have and are to be removed.

With regard to the above points it is important to note unlike the previous application, assessment of this proposal is confined to whether the proposed subdivision layout is appropriate and Council has only a limited ability to influence the matters listed above as future dwellings on the site will be subject to building regulations only. However, ResCode Clause 56 Subdivision does require consideration as to whether the layout would enable a built form that respects neighbourhood character. Lot areas and widths are an important consideration in whether this can be achieved. Although lots proposed are smaller than is characteristic in the area, the following points are of note from an analysis of the area:

Existing lot sizes are generally larger than those proposed.

4 lots in the nearby area have a lot size smaller than those proposed.

Two of these smaller lots (39 Jeffrey Avenue) adjoin the site and two further smaller lots have been approved adjoining the site at 8 Houlihan Street.

Lot widths in the area are generally in the range of 15-19m as is proposed in this subdivision.

The two lots approved at 8 Houlihan Street have 8.5m frontages, significantly less than proposed in this subdivision.

As documented above, there is a requirement to make efficient use of urban infill sites, which supports lots of the size proposed. Whilst many lots in the area are significantly larger than proposed here, it is unrealistic to expect that future subdivision should follow this pattern of development. Indeed the Tribunal confirmed as much in the previous decision when it stated:

My refusal of this application does not mean that I reject more intensive subdivision and development on the review site. I do not agree with any suggestions that the review site should be subdivided into lots of a size approximating those that already exist in the area or that attached two storey dwellings are so foreign to existing neighbourhood character that they should be refused. State and local policies and the locational attributes of the site unambiguously point to a more intensive and more efficient use of this large, very well serviced site. As is so often the case, it is question of intensity and whether a proposal has exceeded a threshold to a point which makes it unacceptable. In this application I have concluded that the intensity needs to be scaled back.


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Although Council has minimal control over what will get built on the site, one area which it has an ability to influence is the siting of future dwellings. The question is whether or not there is a need to control the siting. Clause 56 ResCode has a lot area and building envelope objective which seeks to provide lots with areas and dimensions that enable, amongst other matters, the appropriate siting and construction of a dwelling. The standards of relevance to this application are as follows: Lots of between 300 square metres and 500 square metres should:

Contain a building envelope and be able to contain a rectangle measuring 10 metres by 15 metres. A building envelope may specify or incorporate any relevant siting and design requirement. Any requirement should meet the relevant standards of Clause 54, unless:

The objectives of the relevant standards are met, and

The building envelope is shown as a restriction on a plan of subdivision registered under the Subdivision Act 1988, or is specified as a covenant in an agreement under Section 173 of the Act.

Whilst the standard above states that building envelopes should be provided, this is not a mandatory requirement and is only one way of meeting the objective. A view could be taken that if the 10 metres x 15 metres rectangle can be fitted on the site there is no need or reason to impose a building envelope restriction as matters of siting and character can be assessed by the appointed building surveyor at the building permit stage. It is only the corner lot that is unable to contain the rectangle. It is the view of local residents that building envelopes should have been provided on the plans and should be imposed as a restriction on any approved subdivision. Of particular concern is that when dwellings are built, front setbacks may not be in keeping with neighbourhood character. Building envelopes should not be imposed without good reason so the question here must be: are the lots so constrained that any dwellings built on the blocks would have an adverse impact on character? As discussed above, lot areas and widths are appropriate in the area, indeed local residents have not raised this or the number of lots as a major concern. In terms of front setbacks, the minimum setbacks that would be required by ResCode under the Building Regulations are determined by existing setbacks on adjoining blocks. If the adjoining blocks are vacant then the minimum setback requirement is 4m. Setbacks can be varied at the discretion of the Municipal Building Surveyor or Building Appeals Board. The applicant has provided an aerial photography review of the front setbacks of 16 dwellings opposite and adjacent to the site which show that:

8 setbacks are in the range of 3.5- 4.9m

5 setbacks are in the range of 5.0- 5.9m


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3 setbacks are in the range of 6.0-7.6m Whilst this data cannot be relied upon with any certainty it does give an indication that there is considerable variety in the front setbacks in the area. Officers are of the view that the worst case scenario of a 4m setback would not be fatal to the application in terms of neighbourhood character. It should be noted that the nature strips adjoining the site are in the order of 7.5m so any dwelling would be setback a minimum of 11.5m from the kerb. Imposing a large street setback restriction on the lots could have other impacts such as reducing the size of the rear gardens of the dwellings or reducing the area of space able to be developed at ground floor level. This in turn could encourage two storey development of the lots. At the consultation meeting there was a lot of discussion around the options for imposing building envelopes or front setback restrictions. The applicant does not see the need for such restrictions as they strongly believe that the Building Regulations provide an adequate mechanism of control. As with front setbacks, side setbacks would also be determined according to ResCode requirements under the Building Regulations. As discussed above the lots are not so constrained that there should be building envelope restrictions to control side setbacks. In summary, the proposal is an acceptable design response to the site and compared to the previous proposal this is a development that aligns more closely with community expectations for the site. This is apparent, as 70 people who objected to the previous proposal have not objected to this proposal. As with all subdivision proposals there is an element of the unknown in terms of the built form that will be on the site. As front setbacks are a major concern of residents an alternative option to imposing building envelopes is to require a minimum setback restriction on the subdivision plan. Council is able to impose this requirement by condition if they feel a need to respond to the objectors’ concerns. Access and parking Some residents have concerns about the access arrangements to the blocks and believe that there are better ways the subdivision layout could be designed. There are multiple ways that this block could be subdivided and it is quite possible that the design could be improved. However, the Planning Scheme seeks acceptable outcomes as opposed to ideal outcomes. The proposed layout is certainly acceptable from an access perspective. The previous application would have had more than twice the number of access points and the Tribunal, whilst noting that reversing out was not ideal, concluded that this was not a reason to refuse the application. It is a requirement under the Building Regulations that any future dwelling on the lots will be required to be provided with two car parking spaces.


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Infrastructure provision Concerns have been raised about stormwater, drainage and sewerage provision. However the City’s drainage engineer and Coliban Water have raised no concerns in this regard. The Tribunal also made this point on the previous proposal for a far more intensive development. Impact on trees/vegetation Residents have concerns over the potential loss of street trees. The City’s arborist has reviewed the proposal in the context of existing street trees and has raised no concerns as the species are not significant. Indeed there is an opportunity to improve the streetscape with more appropriate planting which has been included as a condition of the planning permit. Of more significance are two trees located on the site which are worthy of retention and therefore restrictions are proposed to ensure their retention. The applicant is satisfied that the trees be retained as long as there is scope for their future removal in the event that they become a hazard because of falling limbs. This is a reasonable request and can be factored into a permit condition. Does the proposal comply with other requirements of ResCode Clause 56 Residential Subdivision? The purpose of Clause 56 Residential Subdivision includes the need to create liveable and sustainable neighbourhoods and urban places with character and identity and to achieve residential subdivision outcomes that appropriately respond to the site and its context. It is a requirement of Clause 56 that a development must meet all of the objectives of the clause and should also meet all of the standards. All objectives have been assessed and have been met. One standard not covered elsewhere in this report which requires a variation is considered below: C7 Lot diversity and distribution The relevant objectives are to achieve housing densities that support compact and walkable neighbourhoods and the efficient provision of public transport services and to provide a range of lot sizes to suit a variety of dwelling and household types. The standard in this clause that requires a variation is as follows: A range and mix of lot sizes should be provided including lots suitable for the development of:

Single dwellings.

Two dwellings or more.

Higher density housing.

Residential buildings and Retirement villages. The lot sizes proposed will inevitably limit the dwelling types that can be built on the lot to single, family sized dwellings. A more appropriate response may have been to provide


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the opportunity for variety in dwelling types, such as one or two bedroom units. However, the applicant has chosen to seek to meet community expectations for the site which is understandable and on balance an acceptable approach when balanced against this standard. Public Open Space Contribution The table below considers the need for a public open space contribution as a result of the subdivision, having regard to the criteria set out in the Subdivision Act 1988.

Public Open Space Criterion Officer Response

(a) The existing and proposed use or development of the land.

There is an existing three bedroom dwelling on the land. A net gain of six dwellings would be constructed giving a possible total of approximately 27 bedrooms on the land. The subdivision will therefore result in increased development for residential purposes.

(b) Any likelihood that existing open space will be more intensively used after than before the subdivision.

The subdivision will result in an increase in population, which will mean that existing open space will be used more intensively after the subdivision. This increase in population will add pressure on existing public open space. The proposed lots will have dwellings attractive to families but are likely to have only a small amount of POS. There will therefore be an increased reliance on public open space for residents’ recreational needs.

(c) Any existing or likely population density in the area of the subdivision and the effect of the subdivision on this.

The neighbourhood in which the subject land is located is a conventional, suburban residential area of single dwellings on lots. In-fill development of this type is a key component of the City's residential strategy. A recent audit of the Council's residential strategy found that nearly 80% of subdivision applications approved were for four lots of less, contributing more than 30% of the net lots created each year since 2004.

(d) Whether there are existing places of public resort or recreation in the neighbourhood of the subdivision, and the adequacy of these.

There are two playgrounds at Curtin Street and Leigh Avenue which are within walking distance of the subject land approximately 100m and 300m, respectively.

(e) How much of the land in the subdivision is likely to be used for places of resort and recreation for

No public open space will be provided on site and the lots are likely to have limited private open space for suitable recreation.


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Public Open Space Criterion Officer Response

lot owners.

(f) Any policies of the Council concerning the provision of places of public resort and recreation.

Council has an adopted Open Space Strategy.

It can be concluded that as a result of this assessment the subdivision will result in an increase in the use of nearby existing public open space and that it is therefore reasonable to seek the maximum amount allowable under the Subdivision Act which is 5% of the value of the land. A condition will be imposed on a planning permit granted to this effect.

Conclusion

This subdivision seeks to provide modest housing growth within the area whilst aiming to be respectful of neighbourhood character. Balancing increased densities with neighbourhood character is not an uncommon challenge and one which will inevitably become more commonplace and arguably unavoidable as the City seeks to achieve a sustainable increase in densities in urban areas to meet population growth. Local residents do have some valid concerns over the potential impacts of the proposal including on existing neighbourhood character. However, any impacts need to be weighed against the need to maximise the use of existing urban land such as this site. In this instance it is concluded that the applicant has addressed the shortfalls of the previous proposal and Council should support the proposal.

Options

Council, acting as the responsible authority for administering the Planning Scheme, may resolve to: grant a permit, grant a permit with conditions, or refuse to grant a permit.

Attachments

Objections

VCAT Decision from prior application

RECOMMENDATION

Pursuant to section 61 of the Planning and Environment Act (1987), Greater Bendigo City Council resolve to issue a Notice of Decision to Grant a Permit for a 7 lot subdivision at 21-25 Curtin Street, FLORA HILL 3550, subject to the following conditions: 1. AMENDED PLANS

Before the plan of subdivision is certified amended plans to the satisfaction of


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the responsible authority must be submitted to and approved by the responsible authority. When approved, the plans will be endorsed and then form part of the permit. The plans must be generally in accordance with the plans submitted with the application but modified to show: (a) A survey of existing vegetation on site to determine the location of the trees

required to be retained in accordance with condition 6. (b) The plan of subdivision must show the following:

i. Nominated vehicle crossovers/driveways for the lots affected by, and located to avoid conflicting with, the requirements of condition 6.

ii. A vegetation removal restriction in accordance with condition 6. 2. LAYOUT PLANS

The subdivision, as shown on the endorsed plans, must not be altered without the prior written consent of the responsible authority.

3. PUBLIC OPEN SPACE CONTRIBUTION Before the statement of compliance is issued the applicant or owner must pay to the responsible authority a sum equivalent to 5% of the site value of all the land in the subdivision.

4. VEHICLE CROSSOVERS AND DRIVEWAYS Before the statement of compliance is issued for the subdivision, the vehicle crossovers and driveways approved under condition 1 (b) must be constructed to the satisfaction of the responsible authority.

5. TREE PROTECTION MEASURES Prior to commencement of development the following tree protection measures must be undertaken to the satisfaction of the responsible authority. (a) All trees to be retained on site must be provided with protection; as per

AS4970-2009 Protection of trees on development sites. Evidence of the

protection measures must be provided to the responsible authority prior to

commencement of work.

6. VEGETATION REMOVAL RESTRICTION The plan of subdivision must include a vegetation removal restriction on those relevant lots 2, 3 and 5 in accordance with the endorsed plan. The restriction must document that no vegetation is to be removed as shown on the endorsed plan without the written consent of the responsible authority.

7. STREET TREES Any street trees removal required for vehicle crossovers for the lots must be approved by the City’s Parks and Natural Reserves Unit. The trees must be replaced with approved species and installed to a specification to the satisfaction of the responsible authority.

8. DETAILED DRAINAGE Prior to the certification of the plan of subdivision under the Subdivision Act 1988, plans to the satisfaction of the responsible authority must be submitted to and approved by the responsible authority. When approved, the plans will be endorsed and then will form part of the permit. The plans must be drawn to scale with dimensions. The plans must include: (a) Direction of stormwater run-off.


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(b) A point of discharge for each lot. (c) Independent drainage for each lot.

9. STORMWATER DETENTION Prior to the issue of a statement of compliance, the owner or applicant must provide onsite surface and stormwater detention to pre-development levels in accordance with plans and specifications to the satisfaction of the responsible authority.

Allowable discharge: Q10 = 18 l/s

10. STORMWATER QUALITY Before the use or development is commenced, the owner or applicant must provide a stormwater treatment system to achieve the Best Practice Environmental Guidelines storm water quality (Victoria Stormwater Committee 1999) in accordance with plans and specifications to the satisfaction of the responsible authority.

11. SECTION 173 AGREEMENT ON-SITE DETENTION AND/OR TREATMENT SYSTEM Prior to the issue of statement of compliance, the applicant/owner must enter into an Agreement under section 173 of the Planning and Environment Act 1987. Such Agreement must covenant that: (a) The owner will maintain each water quality or detention system and not

modify without prior written approval from the responsible authority. (b) The owner shall allow duly authorised officers of the responsible authority to

inspect the system at mutually agreed times. (c) The Owner will pay for all costs associated with the construction and

maintenance of the detention system .

12. CONSTRUCTION OF WORKS Road works, drainage and other civil works must be constructed in accordance with the Infrastructure Design Manual and plans and specifications approved by the responsible authority and must include: (a) Underground drainage.

13. PUBLIC ASSETS Before the development starts, the owner or developer must submit to the responsible authority a written report and photos of any prior damage to public infrastructure. Listed in the report must be the condition of kerb and channel, footpath, seal, street lights, signs and other public infrastructure fronting the property and abutting at least two properties either side of the development. Unless identified with the written report, any damage to infrastructure post construction will be attributed to the development. The owner or developer of the subject land must pay for any damage caused to any public infrastructure caused as a result of the development or use permitted by this permit.

14. CONSENT FOR WORK ON ROAD RESERVES The applicant must comply with: (a) The Road Management Act 2004. (b) Road Management (Works and Infrastructure) Regulations 2005. (c) Road Management (General) Regulations 2005.


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with respect to any requirements to notify the Coordinating Authority and/or seek consent from the Coordinating Authority to undertake “works” (as defined in the Act) in, over or under the road reserve. The responsible authority in the inclusion of this condition on this planning permit is not deemed to have been notified of, or to have given consent to undertake any works within the road reserve as proposed in this permit.

15. COLIBAN WATER (a) The owner is required to provide reticulated water and sewerage services to

each of the lots within the subdivision. Services are to be provided in accordance with our specifications.

(b) All Coliban Water assets within the subdivision, both existing and proposed, are to be protected by an easement in favour of Coliban Region Water Corporation.

(c) A compliance certificate must be provided for the cut and seal of existing services during the demolition of the existing property. In the event the water meter is cut and sealed this must be returned to Coliban Water.

16. POWERCOR

(a) The plan of subdivision submitted for certification under the Subdivision Act 1988 shall be referred to Powercor Australia Ltd in accordance with section 8 of that Act.

(b) The applicant shall: Provide an electricity supply to all lots in the subdivision in accordance with Powercor’s requirements and standards, including the extension, augmentation or re-arrangement of any existing electricity supply system, as required by Powercor

(c) The applicant shall: Where buildings or other installations exist on the land to be subdivided and are connected to the electricity supply, they shall be brought into compliance with the Service and Installation Rules issued by the Victorian Electricity Supply Industry. The applicant shall arrange compliance through a Registered Electrical Contractor and provide to Powercor Australia Ltd a completed Electrical Safety Certificate in accordance with Electricity Safe Victoria’s Electrical Safety System.

(d) The applicant shall: Provide to Powercor Australia Ltd, a copy of the version of the plan of subdivision submitted for certification, which shows any amendments which have been required.

(e) Any building must comply with the clearances required by the Electricity Safety (Installations) Regulations.

(f) Any construction work must comply with Energy Safe Victoria’s “No Go Zone” rules.

17. TELECOMMUNICATIONS

The owner of the land must enter into an agreement with: (a) A telecommunications network or service provider for the provision of

telecommunication services to each lot shown on the endorsed plan in accordance with the provider’s requirements and relevant legislation at the time.

(b) A suitably qualified person for the provision of fibre ready telecommunication facilities to each lot shown on the endorsed plan in accordance with any industry specifications or any standards set by the Australian Communications and Media Authority, unless the applicant can


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demonstrate that the land is in an area where the National Broadband Network will not be provided by optical fibre.

Before the issue of a Statement of Compliance for any stage of the subdivision under the Subdivision Act 1988, the owner of the land must provide written confirmation from: (a) A telecommunications network or service provider that all lots are

connected to or are ready for connection to telecommunications services in accordance with the provider’s requirements and relevant legislation at the time.

(b) A suitably qualified person that fibre ready telecommunication facilities have been provided in accordance with any industry specifications or any standards set by the Australian Communications and Media Authority, unless the applicant can demonstrate that the land is in an area where the National Broadband Network will not be provided by optical fibre.

18. AUSNET SERVICES (GAS)

The plan of subdivision submitted for certification must be referred to AusNet Services (Gas) in accordance with section 8 of the Subdivision Act 1988.

19. EXPIRY OF THE PERMIT (a) The plan of subdivision is not certified within two years from the date of this

permit; or (b) The subdivision is not completed within five years from the date of

certification of the plan of subdivision. The responsible authority may extend the time for certification of the plan if a request is made in writing before the permit expires or within six months afterwards.


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2.4 COMMERCIAL LAND AND ACTIVITY CENTRE STRATEGY


Author Philip DeAraugo, Activity Centres Place Manager Responsible Prue Mansfield, Director Planning and Development Director

Summary/Purpose

This report provides a summary of the submissions lodged to the draft Commercial Land and Activity Centre Strategy, outlines the revisions that have been made as a result, and recommends that Council adopt the final Commercial Land and Activity Centre Strategy and commence the Planning Scheme Amendment process to embed the key findings of the strategy into the Greater Bendigo Planning Scheme.

Policy Context

Council Plan Reference:

Strategy 2.2 Council manages the planning and development of the City through the preparation of major strategies and effective amendments to the planning scheme. Action 2.2.1 Complete and implement the following major strategies through planning scheme amendments: Commercial Land and Activity Centre Strategy. Strategy Reference:

The current Commercial Land Strategy was adopted by Council on 17 August 2004. It included floorspace projections through until 2021 and has been used to guide commercial development, primarily in our suburban activity centres, over the past decade. This strategy will replace it. Regional Strategic Plan Reference:

The Loddon Mallee South Regional Growth Plan is an initiative of the Regional Strategic Plan and includes actions that support the growth of Bendigo as a regional city and major employment and services hub.


Specialist economics firm SGS Economics and Planning were appointed on 10 September 2014 to assist the Strategy Unit in developing a new Commercial Land and Activity Centre Strategy (CLACS). The new strategy is intended to replace the Commercial Land Strategy adopted by Council in 2004. That strategy has guided a significant amount of commercial development and contributed to the structure planning process in our city centre and suburban areas over the past decade. The new strategy is expected to perform a similar role over the next 15 years or so.


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The development of the new CLACS was overseen by a Steering Committee consisting of three Councillors, a representative of the Urban Development Institute of Australia, a representative of the Bendigo Traders Association and relevant City of Greater Bendigo staff. The primary purpose of the new strategy is to provide updated commercial floorspace projections that align with the latest population projections, retailing trends and research, and to integrate the relevant directions of recently adopted strategies such as the Greater Bendigo Residential Strategy, Economic Development Strategy and Connecting Greater Bendigo: Integrated Transport and Land Use Strategy (ITLUS). The draft of the new strategy was released for a period of community comment between 25 March and 6 May 2015. Copies of the draft were sent to stakeholders and briefings were held with several business groups. As a result six submissions have been received; two of which elaborated on their submission in front of a panel made up of members of the steering committee. The submissions have now been reviewed and changes made to the draft strategy. This report details the submissions and changes and presents a final strategy for adoption. Previous Council Decision Date:

25 March 2015 – Council resolved to release the draft strategy for a period of six weeks to allow the community to comment on the report.

Report

The CLACS has been prepared to provide policy, planning and investment direction for the City’s urban and rural activity centres over the next 15 years. It incorporates the latest population and demographic data available and integrated adopted policy directions from the Greater Bendigo Residential Strategy (where people are going to live) and ITLUS (how people are going to get to the things they need). Two of the major outputs of the CLACS are an updated Activity Centre Hierarchy and projections for the demand for new commercial floorspace. Both of these are critical to the future planning of each centre and will be carried forward to the relevant sections of the Greater Bendigo Planning Scheme. The Hierarchy informs us of the role, function and basic composition of the centres at each level of the hierarchy, while the floorspace projections are used to inform detailed structure planning and urban design frameworks, investment decisions and planning permit applications. This strategy will assist the private sector to deliver on the type and scale of development that is viable, creates healthy competition while also contributing to the efficient functioning of the activity centre hierarchy. Some of the key findings of the CLACS include the demand for around another 150,000sqm of commercial floorspace across the Bendigo City Centre by the year 2031. This is equivalent to around 10 city blocks worth of single storey development. This is a significant amount of new floorspace and it is driven in a large part by the growth in professional services, most notably the Health Care and Social Assistance sector.


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These are not necessarily doctors and nurses, but they are jobs that support the operation of the new Bendigo Hospital and our growing regional population. Many of these jobs do not need to be in the hospital precinct, and their location will be influenced by where their staff and customers want to be – which in short is in a highly accessible and diverse area with high levels of amenity. These workers will want to be in the city centre where they can pop out for a coffee and do some quick shopping on their lunch break or on their way home after work. Furthermore, this 10 blocks worth of development is likely to be delivered through many small scale mixed use developments of three to five storeys rather than in a few large developments. For example, development such as the one under construction at 111 Mitchell Street will add around 1,150sqm of commercial floorspace with apartments above. The approved development at 23 Wills Street will add 2,200sqm of commercial floorspace with apartments above, and the proposal for the former Poyser Motors site in High Street, if approved, will add 2,500sqm of commercial floorspace and 14 apartments. To ensure these and other developments are built it is necessary to improve the way we connect the investment and development sector with the emerging business sector. An action of CLACS relates to working in partnership with groups such as the Bendigo Business Council to make these connections, possibly through the development of an ‘easily updatable’ investment prospectus. Another of the key findings relates to the future demand for supermarket floorspace, particularly on the north western side of the Bendigo urban area (the arc including Huntly, Epsom, Eaglehawk and Maiden Gully). In order to maximise the benefits of the investment that will be made with new supermarket floorspace, the strategy recommends that it ‘anchor’ planned activity centres so that they also develop to include additional small scale retailing and services required to service the growth of these areas. In summary, the strategy wants the supermarket floorspace to be located as close to the middle of their catchments as possible to maximise the benefits to the local community. This will assist in delivering on the 10-minute neighbourhood concept of the Greater Bendigo Residential Strategy and ITLUS, where daily convenience shopping and services are only a short distance from home. The alternative is to provide the floorspace on the way into central Bendigo, so that people could shop on the way to or from work. In that situation the creation of 10-minute neighbourhoods in places such as Maiden Gully would be stifled as there is not enough of an attraction, or anchor, to bring in the amount of people needed to encourage small businesses growth. Priority/Importance: An up to date Commercial Land and Activity Centre Strategy is critical to making informed decisions around new commercial investment within Greater Bendigo. It is also important that the new strategy has a high level of support from the community and those that are likely to be making the investment decisions that will lead to employment growth across the municipality. It is therefore considered a priority that the strategy be adopted and the Planning Scheme Amendment process commenced. Options/Alternatives: The Council has the option of adopting the strategy as presented, requiring further changes to be made before adopting, or not adopting the strategy. Council also has the option of requesting, or not, the Minister for Planning to authorise the preparation of an amendment to the Planning Scheme to implement the key findings of the strategy.


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Timelines: Should the strategy be adopted and it is resolved to commence the Planning Scheme Amendment process, it is likely to be another 12-18 months before the changes were finalised to the Planning Scheme. Progress: The project commenced in September 2014, when SGS Economics and Planning were appointed to undertake the detailed technical analysis. SGS finished their work earlier in 2015 and the Strategy Unit has taken the project through the draft phase and has now revised the draft document in response to submissions. The Planning Scheme Amendment phase is a separate process and is critical to giving the document legal standing. Risk Analysis: There are very few risks associated with the completion of the project. SGS Economics and Planning are leaders in the field of urban economics, which means that the data that they have contributed to the final document is sound and is expected to stand up to any challenges. Key stakeholders have also contributed to the development of the strategy, which further reduces the risk that the project does not meet the needs or expectations of the development sector or the community. In saying that however, it is likely that one of the submitters could challenge the recommendations of the strategy and push for changes. As their argument is not supported by the strategy, should they want to pursue their argument then they will have the opportunity to make a submission to the Planning Scheme Amendment when it is exhibited. A greater risk comes in not completing the project and the development sector and community not having the guidance on where investment needs to be directed in the future. In this instance it is likely that greater costs would be incurred in the planning and review phases of new developments as the planning system does not provide enough information as to the scale, mix and composition of our centres. In a worst case scenario it could lead to an oversized development being approved and developed in an area that compromises the Activity Centre Hierarchy and the investment in existing businesses and jobs, beyond what could be considered healthy competition. In this situation the City would not be meeting its requirements relating to planning for the future growth of our city. Finally, being a piece of strategic work, there will be further opportunities for Council and the community to review the strategy and its recommendations prior to the Minister for Planning approving any changes to the Greater Bendigo Planning Scheme.


Internal Consultation: Internal consultation has been limited to business units involved in the Steering Committee such as Strategy, Tourism, Economic Development and Planning.


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External Consultation: To ensure that the project meets the needs of the various, and often competing interest of different stakeholders, the Steering Committee included representatives from the Bendigo Traders Association and the Urban Development Institute of Australia. The development of the draft strategy was informed by consultation with a number of commercial developers, businesses, real estate agents, tourism agencies and business development specialists. The draft strategy was also released to the broader community to test its assumptions and recommendations between 25 March and 6 May 2015. Six submissions were received. Submitters 3 and 4 also took the opportunity to elaborate on their submissions in front of a Panel made up of Steering Committee members on 22 and 26 June 2015 respectively. A summary of the submissions and the recommended response is provided in the table below:

Submitter 1: Tom Fidler

Supports/Objects Officer Response & Recommendation

Supports the draft Strategy Noted

Commented that the general ease in explaining what is a complicated issue has been well done and supportive of Council’s directions relating to inner city housing.

Noted

Commented on the importance of the arts and cultural sector to the overall health of the city centre.

Noted

Submitter 2: Sweett Group on behalf of MG Estates P/L* * Steering Committee member Damian Tangey declared a conflict of interest with this property and submission. The remaining Steering Committee members considered this submission.


Seeks minor changes to the Bendigo Population Forecast Plan on page 7 to update the Urban Growth Boundary as approved by Amendment C190.

Accepted. The map has been updated to reflect the revised Urban Growth Boundary.

Supports the designation of a future Neighbourhood Activity Centre at Forest Edge estate, however has requested that it have a generic name to allow for the potential renaming of the estate.

Accepted. The designation of the Neighbourhood Activity Centre is the critical factor and the name will emerge as the location develops.

Submitter 3: Colin Burns



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Does not support the draft Strategy and believes it should have been redrafted prior to being released for community comment.

Noted. The release of the draft for a period of community comment was intended to encourage comments from interested residents.

Concerned that there is limited direct correlation, linkage and alignment with other strategies.

Accepted in part. The draft strategy has been informed by the Connecting Greater Bendigo consultant’s report, Greater Bendigo Residential Strategy and Economic Development Strategy. To avoid repetition much of the background and context has been left in the background papers. Linkages and alignment to these strategies have been strengthened as a result of this feedback.

Concerned with the Cultural Shopping focus for the City Centre due to the small percentage (4%) that tourism contributes to Greater Bendigo’s GDP and total workforce (4.5%).

Retail precincts need to provide a point of difference and build on their strengths. Cultural retailing is one of very few types of retailing that is seeing growth and the Bendigo City Centre is very well positioned to leverage off this opportunity. This is not to say that all retailing needs to have a cultural tourism focus, as much of the existing retail offer supports our resident population. Regardless, the exposure that cultural tourism has means that we can market Greater Bendigo into places that we wouldn’t normally be able to.

Concerned that the activity centre hierarchy does not align with the community hubs concept in the Greater Bendigo Residential Strategy.

Accepted. As mentioned above, there is a close relationship between this document and the Greater Bendigo Residential Strategy. Clearer linkages have now been made.

Concerned that we have a contradiction between developing the Bendigo City Centre while also promoting 10 minute neighbourhoods.

The City Centre sits at the top of the activity centre hierarchy and performs a regional role. It is home to higher order retail that relies on a large number of visitors and it will continue to develop as a place for new office development and emerging creative industries and professional services. Such businesses rely on having good accessibility, high levels of amenity and opportunities to collaborate with other businesses. The


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10-minute neighbourhood concept is based around the need for daily and convenience goods and services to be within close distance to support their residential communities. Supermarket shopping, primary schools, medical centres and small scale professional services such as accountants are examples of services and businesses that rely on much smaller catchments than the City Centre. It is not a case of either/or, we need different scale centres to perform different but complementary roles.

Questions why there is no provision for large regional shopping centres at Huntly, Marong and Strathfieldsaye given population projections.

The analysis is based on population growth and spending patterns across a range of sectors. Population growth will not be large enough to support large regional shopping centres in the areas suggested and therefore the private sector would not develop them. In the longer term (beyond 2031) there is likely to be stronger demand for additional floorspace, however it is problematic to try to plan for this now as the retail sector is evolving rapidly to take account of new forms of technology. Commercial development is a balancing act – too much, shops are empty, rents decrease and it is not viable to develop – too little and rents increase and it becomes financially feasible to create new floorspace.

Questions what part of the strategy addresses the rejuvenation of the Hargreaves Street and Pall Mall shopping precinct.

The focus of the much of the City’s strategic work is to get more people visiting, working and living in the city centre. This strategy identifies the projected demand for floorspace and the sectors that will drive that demand. More people working and living in the city centre will drive the demand for additional retail floorspace. Some of this will be absorbed by vacant or underperforming floorspace (such as unused upper levels) already in the city centre, while new floorspace will be


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created as property economics change and it becomes viable to redevelop sites. Businesses in the Hargreaves Mall and Pall Mall will evolve to meet the needs of their customers and the demographic that is using an area. More people living and working in the area will contribute to this as different services are needed to meet their needs.

Questions what part of the strategy identifies the sites or locations of potential new centres and what land will be set aside to accommodate the thousands of square metres of new floorspace required.

This strategy does not identify sites to be set aside for future development. The research is used to inform the structure planning, or urban design framework processes, which is where the broad parameters are set out to guide private sector investment decisions. In saying this however, the focus is on facilitating development within existing and planned activity centres, most of which are underdeveloped and have the capacity to accommodate much more development. The focus is on consolidating development rather than planning for them to expand and encroach into residential or industrial areas. This is a fundamental component of creating compact and walkable communities.

Questions the details of the Strategic Objectives and Strategic Initiatives.

The Strategic Directions included in the Strategy provide readers with a general understanding of the future directions that various components of our activity centres are heading. They are used to guide decision making.

Comments that the document fails to show how Council performance against the strategies can be measured.

The actions included in the Implementation Plan can be easily tracked for progress. The research embedded in the document is to inform the private sector, who are the ones who ultimately deliver on the strategic directions of the Council for the benefit of the community.

Asks how the strategy is different to what occurs at present and what parts aim to be proactive rather than reactive.

The Strategy provides updated research that is aligned with population growth and Council’s strategic directions relating to


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our activity centres. Strategic land use planning is constantly evolving and is designed to manage change over time. It is both proactive, in that it identifies future demand in different locations and updates our activity centre hierarchy, and reactive in that the research is used to respond to private sector proposals.

Asks what the activity centres will comprise of and how will these align with the community hubs concept.

The table in the Activity Centre Hierarchy section of the report details the role and function of the different levels of the hierarchy. Each centre will be different and respond to the needs of its respective community. There is no need to prescribe the uses in each centre, and in fact the planning system does not allow for this, rather a range of uses are allowed under different zone controls. It is the scale of the activity centres that is most important as this impacts on how different centres complement one another.

Asks why the Economic Development Unit are only referred to from action 16, and why this issue (commercial land) was not addressed as part of the Economic Development Strategy.

The strategy integrates and reinforces the strategic directions of a number of different strategies, however the prime responsibility for its development and delivery, from a planning perspective, sits with the Strategy Unit of the City. The actual delivery of commercial development will be driven by the private sector. The City’s role is to undertake the research, integrate the different strategic directions and set the planning framework for the benefit of the broader community to enable this to occur.

Recommends that the document be redrafted to better align with other strategies.

Accepted. As mentioned previously, this document is aligned with other strategies of Council. A redrafting to better reflect the linkages has been done.

Recommends that we provide for large regional shopping centres to the west, north and east of Bendigo to meet the needs of a population of 200,000 plus.

The planning horizon for this document is 2031. Beyond this timeframe it becomes more difficult to determine what the composition of the community will be. However more importantly, beyond this


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timeframe it becomes very difficult to know what the make-up of the economy will be like. The retail sector particularly has been changing at a rapid rate and current trends are for a decrease in floor area for many retail sub sectors. Regardless, the activity centre hierarchy is based around the need for the city centre to remain as the most dominant mixed use centre within Greater Bendigo that is of a scale where it can leverage benefits from being the most accessible location and providing agglomeration benefits for professional services and creative industries. Kangaroo Flat and Kangaroo Flat South (centred on Lansell Square) is the next biggest centre and has a regional ‘retailing’ catchment and is proposed to continue in this role. The catchments of the areas mentioned by the submitter are not large enough to support additional regional scale shopping centres. It is not likely that they would be delivered even if the land was made available, and we would need to be mindful of the impact that they would have on the rest of the hierarchy as they would draw trade away from existing centres such as the city centre where there is significant existing investment in buildings, businesses and jobs. This is not to say that the outer centres won’t grow however, as they are expected to evolve over time to increase the mix of services offered. The reality is that they will need to focus on meeting their residential catchments needs first and foremost, and this means that most will be anchored by food retailing.

Recommends that we identify the exact sites for future commercial land for the various centres to accommodate the required growth.

Much of the growth will be accommodated on existing zoned commercial land or in accordance with an existing structure plan or proposed structure plan or urban design framework. There needs to be a focus on ensuring that our centres remain


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relatively compact and that you can walk between many different businesses. In most cases we will see underutilised sites redeveloped and incorporate a number of different uses. In most cases the future floorspace will be made up of lots of small scale developments, rather than big developments like stand-alone shopping centres. The strategy provides the research relating to the demand for new floorspace, but it leaves it up to the competitive private sector to best work out how to deliver it within the planning framework that the City provides.

Recommends that we restate the strategic objectives and strategic initiatives so that the wording complies with the LGPRG and that each initiative sets out a measurable performance.

The Local Government Performance Reporting Framework (LGPRF) is an annual reporting framework which requires councils to report on 70 mandatory performance indicators in their annual report. As this is a strategic document where the bulk of the delivery is done by the private sector it does not form part of the LGPRF.

Recommends that we provide details of the progress of any initiatives or actions already commenced or completed by the City Futures Directorate (and any other Directorate).

This detail is not included in a strategic document. Progress of implementation is reported to Council and the community through other means.

Recommends that we provide details of the composition of activity centres and how they align with community hubs.

Activity centres and community hubs are essentially the same thing. The role and function of each level of activity centre is included within the report. Each centre is different, and will continue to evolve to respond to the needs of its respective community.

Recommends that we provide for cultural shopping in regional centres such as Elmore, Axedale, Heathcote, Goornong, Redesdale and Raywood (such as antiques, local museums and historical centres, craft and food markets, etc.).

Similar to above, each centre has and will continue to evolve to meet the needs of its respective community and catchment. Local government does not have the ability to dictate the type of shops that set up in specific centres, however there is scope to support community uses where and when it is appropriate. Heathcote is a good


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example where the private sector has identified a niche market and several businesses have opened that support cultural shopping, in this instance related to the local wine industry.

Submitter 4: ERM on behalf of Coles Group Property Developments


Seeks changes to the draft strategy to identify the undersupply of supermarket floorspace and the capacity for Ironbark to support a full line supermarket within the retail hierarchy.

Noted, but not supported. The research that has been completed does not support the need for a full line supermarket in Ironbark. It does identify that there will be a need for additional supermarket floorspace in the west and north of urban Bendigo, however the strategy is based on the need for additional floorspace to be provided closer to the locations where the demand is generated, that being Maiden Gully and Eaglehawk. This would enable the investment in new supermarket floorspace to support specialty retail and services growth needed to meet the needs of their respective communities. A full line supermarket in Ironbark would stifle investment and development in these centres and limit their ability to become 10-minute neighbourhoods.

ERM have undertaken significant work on behalf of Coles in respect to establishing a new Coles store at Ironbark. They believe that the strategy lacks sufficient discussion around the potential renewal opportunities of Ironbark and their analysis indicates that there is a clear need at present for the development of a full line supermarket to service residents of the northern and western suburbs of Bendigo.

ERM have undertaken a significant amount of work in an attempt to justify a rezoning of the land to enable a large scale supermarket to be established on their preferred site. While their research may indicate that the catchment is large enough to support a large supermarket at Ironbark, it would have a significant impact on the establishment and expansion of centres at Maiden Gully, Eaglehawk and also Marong. These are the sorts of issues that the strategy is trying to balance. There is no disagreement that there is a need for investment and renewal in Ironbark, but the analysis suggests that a smaller


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Submitter 4: ERM on behalf of Coles Group Property Developments


supermarket (up to 1,800sqm) would support its residential catchment and drive local visitation, which is likely to make further small scale investment possible. The former foundry site (Coles preferred site) presents some additional challenges for redevelopment due to its history and contamination; sensitive residential interfaces; local roads and laneways at the rear that are not suited to high levels of traffic; and a challenging interface with the highway.

ERM do not believe that a supermarket in Ironbark will have a significant detrimental effect on surrounding retail centres, and that development will be possible in other centres once their respective populations reach threshold levels.

As noted above, the strategy is taking a holistic and coordinated approach to the activity centre hierarchy and looking to facilitate the right amount of development in locations that will best service their communities. Given that supermarkets are the anchor that drive visitation in our activity centres, their establishment in the early phase of development is critical to their success. A large scale supermarket at Ironbark would be designed to capture customers on their way to and from central Bendigo, which would compromise the development of Maiden Gully, Eaglehawk and Marong.

Recommend that the draft strategy should be updated to recognise the comprehensive work undertaken in investigating potential investment opportunities in Ironbark; that the recommendations should elaborate on the need for rejuvenation and investment in Ironbark; that there is capacity for Ironbark to support a supermarket; that an action be included to investigate opportunities for a supermarket in Ironbark through the exhibition and rezoning of the former Foundry site; and that the action relating to the completion of an Urban Design Framework be amended to include actions that seek to attract key retail anchors to the centre to encourage its renewal.

The work undertaken by ERM indicates that there is capacity to support a supermarket in this area to service the catchments of Maiden Gully and Eaglehawk. This approach is inconsistent with the strategic directions in the Residential Strategy and Connecting Greater Bendigo reports, where the focus needs to be on facilitating access to food closer to home. The comment relating to the need to facilitate investment in Ironbark through the Urban Design Framework is accepted, however this does not extend to the inclusion of a large scale supermarket.


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Submitter 5: Urbis on behalf of Bill and Margaret Cameron


Seeks changes to the draft strategy to amend actions that relate to 2 Club Court in Strathfieldsaye.

Noted

Urbis argue that the action to rezone the land at 2 Club Court to a residential zone is premature given the history of the site (documented in the Panel report for Amendment C137) and the need to undertake an Urban Design Framework for Strathfieldsaye to identify how future commercial floorspace will be accommodated.

This site has been investigated in the past as noted in the submission. It is interesting to note that the site was earmarked for a supermarket development recently, however it is no longer going ahead due to the Kennington Village development capturing much of the trade that was expected. In order to encourage development on this site it has been discussed with the landowners that a residential zoning that encourages higher densities might be a more acceptable zoning.

Recommend that the Urban Design Framework be completed prior to considering a rezoning of 2 Club Court.

Accepted. It is agreed that the Urban Design Framework needs to be done prior to progressing a rezoning. This piece of work will identify how the town centre develops and how it can accommodate the amount of floorspace predicted. This was one of the missing pieces of strategic work that the panel reviewing amendment C137 commented on. The actions have been modified to ensure it is clear that an Urban Design Framework will be completed prior to considering a rezoning. The Urban Design Framework is scheduled for later in the 2015/16 financial year.

Submitter 6: Centrum on behalf of Southern Cross Austereo


Seeks changes to the draft strategy to include the Chum Street / St John of God Hospital precinct as an emerging ‘specialist’ activity centre, to include an action to investigate and rezone the SCA site to a more appropriate zone, and include a statement that supports a broader range of uses in existing buildings in the interim.

Accepted. There is a need to consider the zoning of this site and the allowable uses to ensure that it can transition to uses that make more efficient use of the site and existing buildings. The site is not an easy one and careful consideration of contamination, vegetation, proximity to communications towers, topography, etc. all need further


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Submitter 6: Centrum on behalf of Southern Cross Austereo


investigation. It is appropriate to consider this cluster of activities, centred on the St John of God Hospital and Chum Street as a specialist activity centre.

As can be seen in the table above, the submissions that have been received have been very useful in enabling the strategy to be revised and finalised. There are of course some submissions that have not been supported, but overall there has been little objection to the bulk of the strategy and its directions. Should any submitter still believe that the strategy should be changed, they will have the opportunity to argue their case as part of the Planning Scheme Amendment process when the strategy is proposed to become a reference document and key components of it transferred to parts of the Municipal Strategic Statement.


Budget Allocation in the Current Financial Year:

Costs associated with finalising the document are included in the Strategy Unit’s budget. It is estimated that approximately $4,000 will be required for desktop publishing and printing. Amendment costs are expected to be minimal, given it is only the preparation and exhibition of the amendment that is likely to occur in the current financial year. An allocation for a Panel will need to be made for the 2016/15 financial year. Previous Council Support:

A budget allocation of $60,000 was made in the 2014/15 financial year to prepare the CLACS. Of that only $49,213 was used, which was paid to SGS Economics and Planning to undertake the specialist research needed to complete the strategy. Projected costs for future financial years:

A budget allocation will need to be made to complete the Planning Scheme Amendment and to actions such as completing Urban Design Frameworks. Such projects are core work for the Strategy Unit and allocations are made each year based on the adopted work program. The Panel costs will include a provision for SGS Economics and Planning to prepare an expert witness statement and present at the Panel if required.


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Conclusion

The Commercial Land and Activity Centre Strategy is an important piece of strategic work that will guide planning and investment decision making in our activity centres over the next 15 years. It has been prepared to assist in the implementation of the objectives of the Greater Bendigo Residential Strategy, Economic Development Strategy and the Connecting Greater Bendigo ITLUS. The strategy has been informed by the latest available technical and specialist data combined with a consultative process with key stakeholders. Its adoption and inclusion in the Greater Bendigo Planning Scheme will be an important tool in achieving Council’s vision of Greater Bendigo working together to be Australia’s most liveable regional city.

Attachments

1. Commercial Land and Activity Centre Strategy – October 2015

RECOMMENDATION

That the Greater Bendigo City Council resolve to: 1. Adopt the Commercial Land and Activity Centre Strategy – October 2015.

2. Request the Minister for Planning to authorise Council to prepare Amendment C224 to the Greater Bendigo Planning Scheme.

3. When Authorised by the Minister, exhibit Amendment C224 to the Greater Bendigo Planning Scheme giving notification as required for the minimum statutory exhibition period of one month.


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2.5 ROSALIND PARK RECREATION RESERVE PRECINCT MASTER PLAN AND MANAGEMENT FRAMEWORK


Author Mark Stubbs, Senior Strategic Planner Responsible Prue Mansfield, Director Planning and Development Director

Summary/Purpose

To describe the preferred interim governance model for overseeing the implementation of the Rosalind Park Recreation Reserve Precinct Master Plan and Management Framework.

Policy Context

Council Plan Reference: Theme 2: Liveability Strategy 2.3: Open space and recreation facilities are well designed, extensively used and well maintained. Action 2.3.3 – Complete the Rosalind Park Master Plan. www.bendigo.vic.gov.au/rosalindpark


The preparation of the Rosalind Park Recreation Reserve Precinct Master Plan and Management Framework during 2013-14 identified that, historically, the park precinct had been allowed to change and evolve in the absence of consistent governance to ensure that the changes fit well with, or did not compromise, a long term plan. Accordingly, the writing of the 2014 Master Plan included both a recommended management structure and a high priority (0-5 year) action to investigate management structure options. When the final Master Plan was presented to Council at its 17 December 2014 meeting for consideration for adoption, the accompanying report also recommended the management model be further investigated as part of the forthcoming Public Space Plan (Open Space Strategy) so that the model may be considered more holistically across all the City's major parks, with the potential to achieve a more efficient and integrated governance arrangement.


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Whilst the Master Plan was adopted by Council, the resolution also included a direction for investigations to be undertaken into interim options for a management structure to oversee the implementation of the Master Plan.

Previous Council Decision Dates: The Master Plan was adopted by Council at its meeting of 17 December 2014.

Report

Present Arrangements The Greater Bendigo City Council is the Committee of Management (CoM) for the Rosalind Park Recreation Reserve and so, as is the convention, its management falls within the day-to-day operations of different and specialist parts of the City of Greater Bendigo. Reporting to Council by the relevant service unit occurs from time to time; usually in relation to a particular issue or proposal. These arrangements, despite certain advantages, have meant that, unlike other CoM structures, there are not regular meetings of a dedicated group of people (Council or otherwise) to provide strategic oversight. In early 2014, the initiative was taken by relevant service units to collaborate in a reframing and clarification of respective roles and responsibilities, not solely related to Rosalind Park, but for all of the city’s open spaces. The division of responsibilities has been clarified and the conditions where coordination is required established. In summary, Public Space Design is responsible for public open space design, Parks and Natural Reserves is responsible for the maintenance of public open spaces, Active and Healthy Communities are responsible for managing the use and user groups and Building Services is responsible for the management and maintenance of all buildings and structures within open spaces. Where there are overlapping interests on an issue, the relevant teams collaborate to agree on a solution. These arrangements are now being actively implemented. An Existing Benchmark The City of Greater Bendigo initiated new governance arrangements for the Bendigo Livestock Exchange with the establishment of a Reference Group to provide a forum for relevant stakeholders to collaborate in raising, discussing and resolving strategic issues related to the facility, its operation and its place in the context of activity and change in the wider industry. Important characteristics of the Reference Group to note are:

Scope: Advisory function only, with a focus on strategic issues and cross-disciplinary sharing and collaboration. It is not a forum for detailed operational matters, nor is it a decision-making body.

Membership: Wide-ranging internal and external representation, including stock agents, drovers, transporters association, farmers / primary producers, the meat processing industry, animal welfare, and internally the Director Presentation & Assets, Manager Works, Livestock Exchange Manager and Maintenance Supervisor.


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Operation: Chaired by a Councillor; meetings held quarterly.

Reporting: Minutes distributed to participants. Annual reporting to Council (however this could be more frequent if required). In most respects, this model is consistent with the recommendation provided in the Master Plan for the Rosalind Park Precinct, and is therefore considered to offer a reasonable precedent for application on an interim basis. Recommended Interim Governance Structure Following is a summary of the governance structure recommended to be put into place until such time as options for an alternative, longer-term structure have been investigated and considered. Scope: The group should have an advisory function only, with a focus on

strategic issues and cross-disciplinary sharing and collaboration. Detailed operational and management must be addressed through the appropriate business unit/s of the organisation.

Membership: Preferably be limited to a maximum of 10 representatives for efficiency, including: Three staff members, nominally chosen from the following business units of the organisation:

Active & Healthy Communities

Building & Property

Engineering & Public Space

Parks & Natural Reserves

Strategy Five community-based representatives, preferably selected via an Expression of Interest process, or alternatively by direct invitation. Representatives should demonstrate a general, rather than specific, interest in Rosalind Park, as well as the capacity to consider issues strategically and impartially. Consideration should be given to including both local and regional or Melbourne-based representation. Two Councillors, with one Councillor to be the Chair (nominated by Council).

Operation: Meetings to be held on at least a quarterly basis and chaired by the Councillor.

Reporting: Formal reporting to Council on bi-annual basis. Circulation of meeting minutes to all Councillors.


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Next Steps Further internal discussion and coordination is needed to resolve several issues which include: 1. Drafting the terms of reference; 2. Determining the internal membership of the group; 3. Determining the preferred process by which external membership should be sought

(e.g. by direct invitation, by expression of interest); and, 4. Assigning responsibility for the administrative and convening functions to a service

unit. A representative from Council must also be nominated to fulfil the role of Chair and to provide a direct line of communication back to Council as the Committee of Management. The scheduled timing of a first meeting of the Group should be subject to ensuring that there are sufficient and appropriate issues to provide an ongoing agenda for discussion. At present there is only limited activity related either directly or indirectly to the implementation of the Master Plan. The two main examples are technical investigations (water quality, depth contouring, water source verification, etc.) related to the former Municipal Baths, following Council’s budget allocation for this work, and an application to the Department of Justice’s Public Infrastructure Grant for works to improve public safety in the laneway that links Barnard Street to Gaol Road (running alongside the former Municipal Baths), including lighting, vegetation removal, artwork and fencing upgrades.


Budget Allocation in the Current Financial Year: Nil

Projected costs for future financial years: Support for the governance structure as proposed will require contribution of officer time on a recurring basis for administration, preparation and meeting attendance.

Conclusion

The Rosalind Park Recreation Reserve Precinct is one of the City’s most significant and complex public space assets. New governance arrangements are needed to strategically manage change within the Park Precinct, consistent with the recently-adopted Master Plan. The setting up of a Reference Group combining various specialist skills from within the City of Greater Bendigo with the knowledge and interest of community-based participants is considered to be a suitable response for interim, until such time as an alternative approach is identified as part of the forthcoming Public Space Plan.


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RECOMMENDATION

That the Greater Bendigo City Council resolve: 1. To establish a Reference Group for the purpose of providing strategic governance for

the Rosalind Park Recreation Reserve Precinct and that a further report recommending the appointment of community members be presented to Council.

2. To adopt the Interim Governance Structure as contained in this report. 3. To initiate an expression of interest or direct invitation process to attract community

representatives to the Reference Group. 4. To nominate Councillors Williams & Cox to the Reference Group, with Cr Williams to

be the Chair. 5. To investigate, as part of the forthcoming Public Space Plan, options for a

governance model which could be applied to the City’s public spaces.


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2.6 BENDIGO BOTANIC GARDENS CAST IRON CONSERVATORY


Author Aaron Lindsay, Co-ordinator Public Space Design Gemma Fennell, Bendigo Botanic Gardens Development Officer

Responsible Darren Fuzzard, Director Presentation and Assets Director

Summary/Purpose

This report provides further information on the cast iron conservatory and recommends it be retained for future reconstruction at the Bendigo Botanic Gardens, White Hills.

Policy Context

Council Plan Reference: City of Greater Bendigo Council Plan 2013-2017 (2015-2016 Update):

Theme: 2 Planning for Growth

Action 2.1.3 Progress the development of the Botanic Gardens.

Theme: 3 Presentation and Vibrancy

Strategy 3.1 Greater Bendigo has attractive and accessible parks, public spaces and streetscapes that are widely used, and enable people to be healthy and active.

Theme: 5 Sustainability

Strategy 5.2 The history, unique heritage, streetscapes and buildings of Greater Bendigo are conserved, restored, celebrated and managed wisely for the long term.


At their Ordinary Meeting on 24 August 2015 Council considered a report on the Cast Iron Collection and resolved to retain the cast iron conservatory until an additional report on the conservatory is presented to Council.


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History of the conservatory The conservatory in question is owned outright by the City of Greater Bendigo (CoGB). The conservatory is distinct from the Cast Iron Collection that is owned by the National Trust. The conservatory was removed from the Cast Iron Collection and gifted to CoGB by the National Trust in 2001. The White Hills Botanic Gardens was mutually deemed the most appropriate home for the conservatory. It was the conclusion of the National Trust that a regional botanic garden be the best owner for the conservatory, since neither of its past owners - Royal Botanic Gardens Melbourne (RBGM) or Royal Melbourne Zoo (RMZ) - wanted it. There was no timeframe associated with the National Trust’s decision. The timeline of the conservatory building: 1877-8 – Design for conservatory commissioned by RBGM modelled on the Great Palm House at the Royal Botanic Gardens Kew (London).

1880’s – Part of the designed conservatory constructed at RBGM, being the palm house wing (the other parts were never built).

1941 – Palm House dismantled from RBGM after having fallen into a state of disrepair.

1940’s – Building erected at the RMZ and appropriated as an animal enclosure or aviary.

1970 – Building dismantled and parts kept in storage at Werribee Zoo.

1975 – Remaining parts of the building gifted from the RMZ to the National Trust but remain in storage at Werribee Zoo.

2000 – National Trust deaccession the conservatory, with a regional Victorian botanic garden deemed the most suitable home (after the RBGM and RMZ).

2001 – Conservatory parts gifted to the CoGB for White Hills Botanic Gardens (kept in storage at the Adam Street Depot).

2010 – Reconstruction of the conservatory included in the Bendigo Botanic Gardens Master Plan as a long-term action.

Report

Suitability to the Bendigo Botanic Gardens Gazetted in 1857, the Bendigo Botanic Gardens is Bendigo’s oldest public garden and is listed on the Victorian Heritage Register for its historic, aesthetic, social and scientific cultural significance to the State of Victoria and people of Bendigo. The Bendigo Botanic Garden is an integral part of a network of over twenty Victorian regional botanic gardens developed between 1849 and 1886. This extraordinary collection, unique to Victoria, and possibly unrivalled anywhere in the world, represented an outstanding confidence in the future of the newly proclaimed colony of Victoria, demonstrated a belief in the intellectual and economic ascendency of Melbourne and was financially assisted, in part, by the gold rushes (Lee Andrews & Associates Heritage Consulting, 2007).


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In a letter of support to CoGB in 2013, the Director of Royal Botanic Gardens Cranbourne stated ‘The Bendigo Botanic Gardens has the privilege of being one of the oldest botanic gardens in Australia. Commenced as a result of the wealth established in Victoria during the era of the goldfields, the Gardens were an expression of cultural ambition and civic pride. The remnant structure of the garden is still intact, and it is one of the region’s hidden jewels. It is a site of social and horticultural significance within Victoria.’ The State Significant (heritage-listed) Bendigo Botanic Gardens is an appropriate home for the conservatory. Reconstruction of the conservatory in the Gardens will honour the structure’s connection to Victorian botanic gardens and its horticultural intent, is suited to 19th century heritage interpretation, and will allow the Conservatory to be once again enjoyed by the public free of charge. Bendigo Botanic Gardens Master Plan, 2010 & White Hills Botanic Gardens Heritage Significance Assessment and Strategy, 2007 To continue the legacy of those before them, in 2010 Council adopted the Bendigo Botanic Gardens Master Plan to guide the Gardens’ ongoing development. The vision statement in the master plan is ‘Bendigo Botanic Gardens White Hills, a garden that respects the past, appreciates the present and embraces the future’ which reflects the master plan's respect for the Gardens’ heritage. The parts of the master plan that relate to the conservation of the existing 19th century garden were guided by the recommendations in the White Hills Botanic Gardens Heritage Significance Assessment and Strategy, 2007 by Lee Andrews and Associates. The Assessment and Strategy lists actions to conserve the Gardens’ heritage including ‘Construct a display conservatory’ (Priority 4: Actions to enhance and extend the Gardens’ cultural significance). This action is based on:

Evidence of a conservatory in the Gardens that was lost in the 19th century.

Evidence of numerous attempts to reinstate a conservatory in the Gardens throughout the 20th century.

The conclusion that the ‘loss of early conservatory buildings jeopardises the Gardens’ cultural significance.

As recommended in the Heritage Significance Assessment and Strategy, and consistent with the National Trust's vision, the Bendigo Botanic Gardens Master Plan includes reconstruction of the cast iron conservatory that was once a feature of the Royal Botanic Gardens Melbourne (5.2.11 Cast Iron Conservatory), in the heritage-listed garden. The Bendigo Botanic Gardens Master Plan is acknowledged by two national design awards for planning:

1. National Landscape Architecture Award for Planning, 2012, Australian Institute of Landscape Architects (AILA).

2. National Recognition of Excellence, Planning Award, 2011, Parks and Leisure Australia (PLA).


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The citation for the 2012 AILA Award reads ‘this body of work is an extremely comprehensive assessment of all the layers that contribute to a public park. The resultant master plan responsively and responsibly interprets these layers and formulates them into a vision that will celebrate the past, appreciate the present and embrace the future. The depth of understanding and commitment to the gardens is clearly shown in the end result: a document that will result in a lasting legacy for the community, the region and in fact, botanical gardens and arboreta nation-wide.’ Future reconstruction of the conservatory Prior to the Council Meeting of 26 August 2015, the feasibility of CoGB erecting the conservatory was challenged, given that not all the original pieces remain. The master plan acknowledges that the conservatory is currently in parts and is incomplete and this is factored into the master plan, including the cost of reconstruction (detailed later in this report). There are two methods that could be used to reconstruct the conservatory given the parts remaining. Both methods are acceptable according to Australia’s best-practice guidelines for managing heritage places (Australia ICOMOS Burra Charter 2013):

1. Reproduction of the original structure as per photo evidence, by replicating existing pieces as required.

2. A contemporary design that incorporates, showcases and interprets the remaining old pieces, e.g. exhibiting the partial, remnant structure within the new building design.

Neither of the above methods requires a complete set of pieces and the cost difference of the two methods is negligible. The estimated 30% of the original pieces of the conservatory that remain is not a barrier to the conservatory’s reconstruction. On the contrary, method two (above) is, if anything, an exciting design opportunity to be creative and display the heritage parts within the context of the Gardens’ (and Bendigo’s) fascinating past and exciting, promising future. Priority/Importance: Importance The cast iron conservatory that originated in the RBGM in the 19th century, and is owned by CoGB is highly important to implementation of the Bendigo Botanic Gardens Master Plan. Priority Both the Bendigo Botanic Gardens Master Plan and the Heritage Significance Assessment and Strategy recognise that reconstruction of a conservatory within the Gardens is a long term priority. The master plan sets the expectation that the conservatory will be the last component of the plan to be implemented, essentially completing the project. It is important that this long term priority is not lost sight of.


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Reconstruction of the conservatory at the Bendigo Botanic Gardens will be dependent on funding becoming available and is expected to involve external funds. Possible future funding partners include the Victorian Government, the philanthropic sector, and the to-be established Bendigo Botanic Gardens Foundation that is devised in the master plan. No commencement date has been assigned to the conservatory project at this stage. However, completion of the Bendigo Botanic Gardens Master Plan, including the reconstruction of the conservatory, is planned to be achieved by 2035. Storage and preservation of the conservatory parts The conservatory parts consist of a series of cast iron structural parts (columns and trusses) and decorative parts (friezes), as well as bluestone plinths. The parts are currently stored outdoors at the Adams Street Depot in a fenced and locked area. New advice regarding the appropriate storage and preservation of the cast iron elements was sought from Billman’s Foundry, Castlemaine in October 2015. Billman’s advised that generally, standard actions to preserve cast iron are sandblasting, priming and storage in a dry area. However, having inspected photographs of the cast iron conservatory parts, Billman’s advised that in this case it would be best to wait until the parts are to be reused before sandblasting. The rust on the parts is severe as a result of them being kept outdoors, in poor condition, for many decades. Billman’s advised that the parts are unlikely to degrade much more in the next fifteen years even if the parts continue to be stored outdoors. Despite Billman’s saying it is not required; CoGB has investigated whether the parts could be moved to a dry location. The conservatory parts can be relocated to Reservoir Road shed in Kennington in the near future. The shed is owned by CoGB and currently houses the Vahland Drinking Fountain parts and the Graeme Robertson Cast Iron Collection. The Vahland Drinking Fountain is to be relocated to the Adam’s Street Depot before Christmas and the Cast Iron Collection is to be returned to the National Trust (likely next calendar year), which will enable the conservatory to take their place indoors in the shed. Consultation/Communication: Friends of Bendigo Botanic Gardens The Friends have provided a letter of the support regarding Heritage Conservatory for Bendigo Botanic Gardens which is provided as an attachment to this report. Importantly the Friends state that they support the recommendation to retain the stored components for reconstruction of the conservatory in the Heritage portion of the Gardens; that Bendigo residents are very fortunate to have the opportunity to incorporate this National Trust gift into the gardens; and that The Friends Group would be willing to cooperate in seeking additional support via grants etc. to facilitate this outcome.


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The National Trust The National Trust have given written support for the reconstruction of the conservatory at the Bendigo Botanic Gardens, both when the building was gifted to CoGB in 2001 and again in liaison with the Public Space Design unit (formerly Landscape and Open Space Planning) in 2010. Royal Botanic Gardens Melbourne and Royal Melbourne Zoo CoGB has consulted RBGM and RMZ (past owners of the conservatory) on several occasions since the building was gifted to CoGB in 2001. Both organisations have been helpful and supportive of CoGB's efforts to collect information about the conservatory’s history, and neither has expressed interest in re-acquiring the structure. Royal Botanic Gardens Victoria has given CoGB written support for retention of the conservatory for the Bendigo Botanic Gardens which is provided as an attachment to this report. Heritage Advisory Committee At the Heritage Advisory Committee (HAC) meeting that took place on 16 July 2015, the group voted to return the Cast Iron Collection and conservatory to the National Trust. However, written correspondence between CoGB and HAC in 2010 confirms their previous support of the conservatory being reserved for the Bendigo Botanic Gardens. A follow up meeting with HAC is required for CoGB to present the significance of the conservatory to the Gardens. Resource Implications: Cost of retaining the conservatory (short term) The immediate resource implications of retaining the conservatory remnants (currently stored at the Adam Street Depot) are negligible. If the conservatory is to be relocated indoors to the Reservoir Road shed, the cost of the move will be accommodated in the existing operational budget (Works and Parks Unit staff and vehicles). Cost of reconstructing the conservatory (long–term) In the Council Forum that took place on 12 August 2015, Council asked about the cost associated with reconstructing the conservatory. Given the uniqueness of the project, the actual price to reconstruct the conservatory will be realised when detailed design for the building is commissioned. However, the project is a part of the Bendigo Botanic Garden Master Plan and this document provides a conservative allowance of $2,500,000-$3,000,000 to reconstruct the cast iron conservatory to the current building code and for contemporary use. The allowance is based on square-meter-rates to construct a comparable new building. The master plan also acknowledges that as a regionally significant project, the plan is not expected to be fully funded by Council and that external investment is required.


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The conservatory reconstruction project is likely to be a strong candidate for heritage conservation grants from the Victorian Government; and/or funding from the philanthropic sector and yet-to-be established Bendigo Botanic Gardens Foundation.

Conclusion

The 19th century, State listed Bendigo Botanic Gardens is a historically, culturally and socially appropriate home for the state significant, 19th century botanic gardens conservatory. Display and interpretation of the conservatory remnants in the Bendigo Botanic Gardens White Hills will maintain the link between the horticultural structure and the extraordinary collection of Victorian botanic gardens established between 1849 and 1886. The National Trust concluded that the Gardens was an appropriate home for the conservatory when they deaccessioned it from the Cast Iron Collection and gifted it outright to CoGB. Furthermore, the cast iron conservatory is included in the adopted Bendigo Botanic Gardens Master Plan, 2010, and the conservatory remnants are highly important to the implementation of the widely consulted upon plan. Reconstruction of the conservatory is a long-term priority and the future cost of reconstructing it is recognised in the adopted master plan. A long-term approach needs to be taken to achieve the inspired vision for the future Bendigo Botanic Gardens and external funding is expected to help realise this vision. The current state of the conservatory (being in parts and incomplete) is not a barrier to it being appropriately displayed and interpreted according to Australia’s best-practice heritage conservation guidelines (Burra Charter). A follow up meeting with the Heritage Advisory Committee is required for CoGB to present the significance of the conservatory to the Bendigo Botanic Gardens for the group’s information. There is little-to-no costs associated with the storage of the conservatory parts at the Adam Street Depot in the short term. The current storage conditions are adequate and storage indoors in the Reservoir Road shed will be possible in the near future.

Attachments

1. Letter of Support regarding Heritage Conservatory for Bendigo Botanic Gardens, Friends of Bendigo Botanic Gardens, 2015.

2. Letter from Royal Botanic Gardens Victoria, 2015.

3. Letter to Bendigo Council – conservatory, Lee Andrews & Associates Heritage Consulting, 2015.

4. Letter regarding Retention of Heritage Conservatory – Bendigo Botanic Gardens, Botanic Gardens Australia New Zealand, 2015.

5. Executive Summary, White Hills Botanic Gardens, Bendigo, Heritage Significance Assessment and Strategy, 2007.


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6. Memorandum regarding Cast iron glasshouse originally from Royal Melbourne Botanic Gardens, National Trust, 14 February, 2000.

RECOMMENDATION

That Greater Bendigo City Council, having considered the heritage significance of the cast iron conservatory and the Bendigo Botanic Gardens Master Plan, resolve to: 1. Retain the conservatory parts for implementation of the Bendigo Botanic Gardens

Master Plan, 2010 (5.2.11 Cast Iron Conservatory). 2. Acknowledge that CoGB officers will present the significance of the conservatory to

the Bendigo Botanic Gardens to the Heritage Advisory Committee meeting to be held on 18 February 2016.

3. Acknowledge that CoGB officers will relocate the conservatory parts to the Reservoir

Road shed in Kennington when space becomes available.


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Presentation and Vibrancy - Reports 81 Ordinary Meeting - 04 November 2015

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3. PRESENTATION AND VIBRANCY

3.1 MUNICIPAL PUBLIC HEALTH AND WELLBEING PLAN ANNUAL REVIEW


Author Lindy Wilson, Social Planner Responsible Prue Mansfield, Director Planning and Development Director

Summary/Purpose

To inform Council of the progress to achieve the objectives and actions of the Greater Bendigo Public Health and Wellbeing Plan 2013-2017 (MPHWP).

Policy Context

Conducting an annual review of the Municipal Public Health and Wellbeing Plan is a statutory requirement of councils under the Public Health and Wellbeing Act 2008. Section 26 (4) of the Act states that: ‘A Council must review its municipal public health and wellbeing plan annually and if appropriate amend the plan’. The Local Government Act 1989 states the primary objective of Local Government is to endeavour to achieve the best outcome for the local community, having regard to the long term and cumulative effects of decisions. To this end local councils need to have regard to the social, economic and environmental viability and sustainability of the local area and the overall quality of life and wellbeing of the people in the local community. Council Plan Reference: Council Plan 2013-2017 (updated 2015/2016)

Theme 3 – Presentation and Vibrancy

Strategy 3.1 – Greater Bendigo has attractive and accessible parks, public places and streetscapes that are widely used, and enable people to be healthy and active.

Strategy 3.5 – People are supported to learn about and make decisions that enable them to be safe and the healthiest they can be.


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The Public Health and Wellbeing Act 2008 requires Local Government to prepare a Municipal Public Health and Wellbeing Plan (MPHWP) every four years. Each Council has a responsibility to protect, improve and promote public health and wellbeing within their municipality. The MPHWP is a strategic plan that sits alongside and integrates with the Council Plan and the Greater Bendigo Municipal Strategic Statement (within the Planning Scheme), as well as other integrated health promotion plans of community health providers. Previous Council Decision Dates: September 2012 – Council endorsed a program of community engagement for the development of the new MPHWP. March 2013 – Council considered the progress in achieving the actions in the Health and Wellbeing Plan 2009-2013. September 2013 – Council resolved to endorse the draft MPHWP 2013-2017 and The Wellbeing Charter for the purpose of inviting community comment. October 2013 – Council adopted the final MPHWP and signed Wellbeing Charter. November 2014 – Council endorsed the report on the first year annual review of the MPH&WP

Report

Conducting an annual review of the Municipal Public Health and Wellbeing Plan is a statutory requirement of councils under the Public Health and Wellbeing Act 2008. Section 26 (4) of the Act states that: "A Council must review its municipal public health and wellbeing plan annually and if appropriate amend the plan". The legislation does not prescribe what a review might entail, however Section 25 (5) states: "despite subsection (2)(c), a Council is not required to provide for the involvement of people in the local community when reviewing or amending a municipal health and wellbeing plan under subsection (4)". To ensure that actions remain the best way for Council to invest in health and wellbeing, the review means making sure that the actions identified under the Plan are being implemented satisfactorily. The annual review provides the opportunity for Council to identify and follow up actions that have not started or that need refinement; to reduce or conclude actions that might no longer be necessary and to commence new activities in response to newly identified needs. This will ensure that the Plan actions are delivered and relevant over its four year life. The review will also serve other purposes such as: reporting and celebrating achievement; informing other relevant plans and policies; strengthening networks and partnerships; and influencing resource allocation.


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MPHWP Annual Review In 2014 the Council adopted a new vision for Greater Bendigo: Working together to be Australia's the most liveable regional city. The Council Plan now includes a series of liveability indicators which embrace health and wellbeing. The City is undertaking actions that deliver health and wellbeing in a wide number and range of ways. Reporting on the progress of implementation of adopted strategies and plans is an important component of the monitoring and evaluation of City’s activities and achievements. The Strategy Unit developed the Plan and monitors its implementation. The implementation of actions, however, falls across a range of units across the organisation. The attached report has been taken directly from the City's reporting software, Interplan, with minimal editing and formatting. It must be noted that due to the change in reporting software in 2014, earlier comments made on the Plan’s actions have not been rolled over to the new software. Actions completed or underway in the second year are:

Implementation of the Staff Get Up and Go health and wellbeing program.

'Take a Stand' domestic violence prevention program has delivered its final session.

Staff health check has been completed.

Health and Safety Representative have attended training in health and safety.

Bullying and harassment policies updated.

Staff recognised through random acts of recognition, Staff Poppethead Awards and years of service ceremonies.

Community Care workers have undertaken Stroke awareness training – refresher planned for 2015.

Positive Ageing, Heritage and Youth Advisory Groups contribute to strategic planning.

Extensive community engagement has been undertaken with rural communities to: develop the Rural Communities Strategy and ongoing work on Community Plans.

Council's forecast community profile demographics has been updated to include 2036 figures, the Active Living Census completed and third Wellbeing Survey will be undertaken in October, 2015.

There are numerous opportunities for participation in diverse arts and cultural programs and activities.

Cultural Diversity and Inclusion Plan development commenced.

Reconciliation Project Officer has been appointment to develop a Reconciliation Action Plan.

Working with newly arrived migrants in partnership with Bendigo Community Health Migrant Settlement Team on workshops and an exhibition in Dudley House.

The Capital presents a morning music program for seniors, continually looking for opportunities to ensure venues and events are accessible to all members of the community and investigating the possibility of delivering a theatre festival for primary students in 2017.

‘Greater Bendigo Human Right Charter’ adopted by Council


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Opportunities for physical activities undertaken such as Play in your Park, TeamUp physical activity connection tool, Game Plan series, Be a Trailblazer, Lets Walk Eaglehawk social marketing campaign, Ride for Dad, Funloong Fun Day, free bike parking at events, Heathcote Community Games, standing meeting tables, City of Greater Bendigo Bike Fleet and the development of Active Travel Healthy Kids Guide for schools.

Accessible information provided on programs such as Active April, Walk the Block, Walk to School, Ride2School, Ride2Work etc.

New legislation for smoking bans around outdoor areas and within entrances to certain public buildings and schools. Funding has been received to undertake compliance/proactive action.

Enforced legislation about cigarette sales to minors, point of sales advertising and smoke free venues.

Planning for an Aquatic Centre at Kangaroo Flat.

Epsom/Huntly Recreation Reserve development completed.

Aquatic Play Park opened at Long Gully.

The Healthy Together Bendigo program achievements include the Active Living Census, Healthy Food Connect Food Security Report, Healthy Supermarkets research project commenced, 65 children’s services and 53 workplaces undertaking the ‘Achievements Program’, ‘Healthy Communities’ community grants category, Connect with Cooking course, creation of Golden Plate Awards ‘Healthy Choices’ category, Bendigo Business Excellence Awards ‘Healthy Workplace’ and delivery of Jamie’s Ministry of Food cooking course.

Mental Health – The City participated in a sector development group called ‘Mental A-Z’, which is auspiced by Bendigo Loddon Primary Care Partnership. Other activities include: ‘Be Brave, speak up’ event, promotion of the ‘R U OK’ campaign and exploration of partnership opportunities with the HALT Program.

The implementation of actions of the Municipal Public Health and Wellbeing Plan is undertaken annually.

Council has recently adopted the Community Access and Inclusion Plan to meet its obligations under the Disability Act.

A Community Safety Strategy has been developed.

Both the Residential Development Strategy and Connecting Bendigo ‘Integrated Land Use and Transport Plan’ with a strong focus on health, has been adopted by Council and work has commenced on the Housing Strategy.

Workshop offered bi-annually to assist community groups with seeking grants.

Childhood immunisation rates continue to be above Victorian rates.

The Municipal Early Years Plan is nearing completion.

The Director of Community Wellbeing is the City’s representative in the ‘First Quarter Governance Group.’

The Aged and Disability Services review was completed in 2013 - all services were reviewed and recommendations implemented.

Council supported the establishment of the Marong Community Hub at the former Marong Pre-School.

Checking and changing of smoke detector batteries is embedded into the assessment and safety check conducted for HACC clients.

Bendigo Regional Food Alliance has been established and is currently identifying key projects.

Economic Development Strategy being implemented.


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The redevelopment of the Bendigo Library has resulted in a significant increase in usage of the internet terminals within the library.

The development of The Capital Community Connect brand provides a social media presence connecting The Capital with the community.

Plans and education programs developed and delivered for emergency management planning and preparedness.

Food safety and infectious disease prevention monitoring and education is carried out.

Priority/Importance: Local government is mandated under the Public Health and Wellbeing Act to prepare a MPHWP aligned to the Council’s reporting cycle and to monitor and review the implementation of the Plan every year. Timelines: The MPHWP was adopted by Council in October 2013 and as legislation requires that the MPHWP is monitored and reviewed every year of its implementation, 12 months from its adoption, it is now timely to consider its review. Risk Analysis: Local government plays an important role in the health and wellbeing of the community. Legislation requires Council to have a MPHWP and to monitor and review its implementation annually. By not completing the annual review Council could be in breach of its statutory obligations under the Public Health and Wellbeing Act.


Extensive community consultation was undertaken for the development of the MPHWP. Throughout the implementation phase, certain actions will require community consultation, the level and extent of consultation will vary according to each action.


In actioning the MPHWP, the City will continue to play an important role. Some actions will and have required resource allocation through the annual budget process. Budget Allocation in the Current Financial Year: Nil

Previous Council Support: $15,000 to prepare MPHWP (adopted in Oct 2013)

Projected costs for future financial years: In 2016/2017 a budget will be required to develop a new Municipal Public Health and Wellbeing Plan.

Conclusion

The MPHWP is in its second year of implementation. As outlined in this report, the progress to date has been substantial with some key actions completed or underway.


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This reinforces the role local government plays in the health and wellbeing of the community.

RECOMMENDATION

That the Greater Bendigo City Council resolve to endorse the report on the review of the MPHWP in accordance with legislative requirements.


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3.2 POSITIVE AGEING STRATEGY 2011-2015 COMPLETION REPORT


Author Lindy Wilson, Social Planner Responsible Prue Mansfield, Director Planning and Development Director

Summary/Purpose

To report to Council on the actions undertaken as part of the Positive Ageing Strategy 2011-2014, and advise that the Plan has come to the end of its life.

Policy Context


Council Plan 2013-2017 (Updated 2015/2016) Theme 3 – Presentation and Vibrancy Strategic Objective – Greater Bendigo is a child friendly city where people report improved health and wellbeing and they can feel safe.


Council adopted the Positive Ageing Strategy at its Ordinary Meeting on 9 February 2011. Since that time actions in the Plan have been implemented. The City developed the Positive Ageing Strategy to clearly outline to the community, stakeholders and other government departments and agencies its multifaceted role in facilitating a high quality of life for older people. This involves planning, direct service and facility provision, partnerships and collaboration with local and regional service providers, and advocacy to other tiers of government to address current and emerging needs of older people. The City can contribute to Positive Ageing through its roles:

As a regulator of public health;

As a planner, designer and regulator of the built environment (public and private realm)

As a provider of community facilities, public amenities and community;

As a provider of support services;

As a partner in community building; and

As a leader and advocate for resources to support the growing community of Greater Bendigo.


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In addition to the direct service provision of HACC, the City of Greater Bendigo has a range of other functions that directly and indirectly have a positive impact on the wellbeing of older adults such as statutory planning, design of public space and arts and cultural events. An integrated approach to planning meant that the Strategy included the roles and functions that Council has in contributing to positive ageing. The Positive Ageing Advisory Group which comprised of older people, representatives from the City and service providers delivered extensive and positive contributions to the development of the Positive Ageing Strategy. In adopting the Positive Ageing Strategy a recommendation to continue the Positive Ageing Advisory Group was endorsed and that this group's role would be to:

Oversee the implementation of the Positive Ageing Strategy;

Provide information and strategic advice to the City of Greater Bendigo on matters affecting the needs, interests and wellbeing of older people within the Municipality;

Act as a point of referral for the exchange of information and views between community and the City of Greater Bendigo on issues of interest of older people.

The City has supported and managed this group since February 2011. The group has provided valuable and critical input into the Council’s strategic planning. Currently the Positive Ageing Strategy is at the end of its life and a decision is yet to be made on the development of the new plan. So the Positive Ageing Advisory Group is now in recession pending a review of the role and function of the group. Previous Council Decision Dates:

16 December, 2009 – resolved to develop a Positive Ageing Strategy 10 November, 2010 – draft Positive Ageing Strategy 9 February 2011 – Positive Ageing Strategy adopted by Council

Report

The concept of getting older is changing; not only do the demographics show that the proportion of the population over 55 years of age is increasing, they also have very different expectations, social needs, political perspective and lifestyles than previous generations. The ageing population is a consequence of many things such as low fertility, increased longevity, medical breakthroughs and better management of previously fatal chronic diseases. People are enjoying better health, allowing them to work longer, enjoy their retirement, participate in, and contribute to the community. Older people come from diverse social and cultural backgrounds. The health and support needs of a 65 year old are often very different from an 85 year old person. This diversity in age, health, social and economic backgrounds means that older people have a wide range of and varying levels of health and wellbeing requirements to be addressed in this Strategy. The local impact of the forecast growth in the number of older people is likely to result in a rise in demand for aged and community care services and increased use of local infrastructure such as community and cultural facilities, footpaths, trails and public spaces. It is important that Council plan for and respond to the needs of older people.


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The Positive Ageing Strategy (2011-2014) clearly articulated to the community, stakeholders and to other government agencies and departments, the range and scope of actions that were required to address the diverse needs of older people in the municipality. Positive Ageing, to enhance the quality of life as people age, is the guiding approach for this strategy. Community consultation for this strategy indicated that health and library services, the range of organisations and social life were all good features about ageing in Greater Bendigo. Five interconnected areas or themes were prioritised from the community consultations. A range of key needs and key actions were developed using the community consultation to address these desired futures.

Reporting on the progress of implementation of adopted strategies and plans is an important component of the monitoring and evaluation of City’s activities and achievements. The Strategy Unit developed the Plan and monitors its implementation. The implementation of actions, however, falls across a range of units across the organisation. The attached report has been taken directly from the City's reporting software, Interplan with minimal editing and formatting. It must be noted that due to the change in reporting software in 2014, earlier comments made on the Plan’s actions have not been rolled over to the new software.

Key achievements from Positive Ageing Strategy 2011-2014 are:

Social Connections Older people will have a sense of belonging and safety because they are socially connected to their community, friends and neighbours.

o Places to meet

o Aged and Disability Service Review

o Neighbourhood Party Guide

o Volunteering Opportunities

o Events and Activities promoted

o Information that facilitates access.

o Events and Activities promoted

o Zoom Newsletter (14 Issues)

o Accessible Website

o Aged and Disability Services Guide (available)

o A range of regular and local opportunities for social interaction.

o Senior Festival annually

o Brochure printed and available on Support and accommodation for Elderly

Residents in Greater Bendigo.

o Opportunities for intergenerational interaction.

o Intergenerational Programs delivers at Planned Activity Group


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Healthy Mind and Body Older people will have the environment, facilities, services and programs that enable and encourage them to maintain healthy bodies and minds.

o Access to health checks and screenings.

o CoGB Staff are offered Health Assessments.

o CoGB provides other health programs and information to staff, such as Gym

membership.

o Fitness programs.

o Walking Groups, strength training programs are available via Community Health

and have been integrated into the PAG activities.

o Adult play equipment has been installed at Heathcote.

o Activities and programs that stimulate the mind.

o Library redevelopment.

o Age and Disabilities Services network facilitated by CoGB meets quarterly.

o Age and Disability Services Guide is available.

Housing Older people will have access to affordable and appropriate housing and will be supported in their accommodation choices.

o Diverse range of affordable housing.

o Housing Needs Analysis has been prepared

o Residential Development Strategy has considered PAAG submission

o Currently Housing Strategy is being developed.

o All housing developments meet universal design principles.

o The building code of Australia sets out uniform set of technical provisions for the

designing and construction of buildings.

o Alternative housing options for older people.

o The Positive Ageing Advisory Group has been actively providing input into key

strategic documents such as the Residential Development Strategy and actions in the Positive Ageing Strategy and recommendations from this group will be included in the Housing Strategy.

o Information on housing options for older people.

o Produced brochure on Support and accommodation for Elderly Residents in

Greater Bendigo.

o Advocate for Housing – submission to the residential Strategy

o Received presentation on Housing

Physical Environment Older people will be able to access and feel safe in public spaces that encourage visitation and social interaction.

o Public amenities accord with universal design principles.

o Actions in place to undertake the development of a checklist.

o Work will soon commence on the Public Space Strategy

o Outdoor spaces are safe and friendly.

o This will be further considered in the development of the Public Space Strategy.

o Good pedestrian access.

o The Community Access and Inclusion Plan Provides actions to ensure CoGB

facilities and events meet legislative requirements.


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o Council allocation of an additional $1m for pathways.

o CoGB will continue to create supportive pedestrian environments for older

people. Transport Older people will have access to suitable and flexible transport to enable them to lead active and fulfilled lives.

o Information on all available transport options.

o Public Transport Vic is currently reviewing Bendigo Bus routes and timetabling.

o Extra Train services to Melbourne has just been announced

o Travellers Aid is available at Southern Cross

o Access Maps are available

o Scooter recharge and safety information is available

o ‘Parking in Bendigo – a handy guide’ provides details on disabled parking.

o Access to the new Hospital has been considered in the Hospital Structure Plan.

o Flexible community based transport.

o ‘Getting around Portal’ was launched in April 2014.

o Public transport that meets changing local needs.

o The CoGB Integrated Land Use and Transport Plan due to be released in

September. Progress: The current Positive Ageing Strategy has reached the end of its life; discussions with the Positive Ageing Advisory Group, Councillors, Community Partnerships and Strategy will continue, to clarify the future role of the Positive Ageing Advisory Group and also identify if there is a need for a new plan to be developed in the next financial year. Risk Analysis: The City plays an important role in promoting ‘positive and active ageing’ in the municipality. If the Plan was not implemented, there would be a high risk of not achieving this. Also if resources are not allocated to actions within the Plan, there is a risk of actions not being implemented to their full extent or in some cases, not at all.


Certain actions within the Positive Ageing Strategy required community consultation. The level and extent of consultation depended on the action.


In actioning the Positive Ageing Strategy, the City played many and varied roles. Some actions required resource allocation through the annual budget process.


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Conclusion

The Positive Ageing Strategy has now come to the end of its life. The implementation of the Plan has been substantial with many key actions completed. Further work and possible development of a new plan will be considered in early 2016, at this time a report will be presented to Council for consideration.

Attachments

1. The City of Greater Bendigo Positive Ageing Strategy Progress Report 2015.

RECOMMENDATION

That the Greater Bendigo City Council resolve to: 1. Endorse the Positive Ageing Strategy Actions that have been implemented over the

life of the plan. 2. Acknowledge that the Strategy has come to the end of its life and is now completed. 3. Acknowledge the great work and time volunteered by the members of the Positive

Ageing Advisory Group and to thank them publicly for their time, contribution and support to the City over the past four and half years.

4. Maintain support for positive ageing and work with the existing committee members to review the terms of reference for the Positive Ageing Advisory Group, with the intention to re-establish the group in 2016.


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3.3 VIOLENCE PREVENTION PLAN 2012-2015 COMPLETION REPORT


Author Erin Smith, Social Planner Responsible Prue Mansfield, Director Planning and Development Director

Summary/Purpose

To report to Council on the actions undertaken as part of the Violence Prevention Plan 2012-2015, and advise that the Plan has come to the end of its life.

Policy Context


Council Plan 2013-2017 (Updated 2015/2016) Theme 3 – Presentation and Vibrancy Strategic Objective – Greater Bendigo is a child friendly city where people report improved health and wellbeing and they can feel safe.


Council adopted the Violence Prevention Plan at its Ordinary Meeting on 15 August 2012. Since that time actions in the Plan have been implemented. The Greater Bendigo City Council’s policy position on violence prevention is that: "Greater Bendigo City Council understands violence in any form is a serious and preventable health issue for the Greater Bendigo community and does not condone the use of violence in any form towards any member of the community. Working in partnership with the community and key service providers, we can create a municipality that is gender equitable, respectful and inclusive. We can do this as a role model and by raising community awareness, providing information, creating inclusive community settings, and fostering respectful attitudes and relationships." Previous Council Decision Dates:

15 August 2012 – Violence Prevention Plan adopted by Council 14 November 2012 – Position statement signed by Council 29 May 2013 – Progress report to Council 10 September 2014 – Progress report to Council


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Report

The Violence Prevention Plan is the City’s commitment to not condone, commit or remain silent about any form of violence in our community. The Plan is based on two objectives: Objective 1:

The City of Greater Bendigo will develop a range of strategies in partnership with other organisations, networks and community members designed to increase awareness and community endorsement to prevent violence, and assist those affected by violence to find the services they require. This is an ‘outward looking’ objective designed to increase community knowledge and capacity to prevent violence. Objective 2:

The City of Greater Bendigo will be a role model in the adoption of organisational strategies to reduce the risk of violence in the community and which increase staff awareness of services available to provide direct assistance for those affected. This is an ‘inward looking’ objective designed to increase the competency of City of Greater Bendigo staff to prevent, recognise and manage violence against others appropriately. The action plan for the Violence Prevention Plan includes three key prevention strategies: 1. Changing attitudes and behaviours; 2. Fostering organisations, communities and cultures that are gender equitable and non-

violent; and 3. Promoting respectful and gender equitable relationships between men and women,

boys and girls. Reporting on the progress of implementation of adopted strategies and plans is an important component of the monitoring and evaluation of City’s activities and achievements. The Strategy Unit developed the Plan and monitors its implementation. The implementation of actions, however, falls across a range of units across the organisation. The attached report has been taken directly from the City's reporting software, Interplan with minimal editing and formatting. It must be noted that due to the change in reporting software in 2014, earlier comments made on the Plan’s actions have not been rolled over to the new software. Key achievements from Violence Prevention Plan 2012-2015 are:

The City’s Enterprise Agreement contains provisions relating to the support available for staff experiencing domestic violence; this reflects the City’s commitment to endorse the Prevention of Domestic Violence policy

The ‘Achieving respect and gender equality in Greater Bendigo’ position statement adopted and signed by Council as part of their ongoing commitment to not condone any form of violence in the community and their want for the community to be gender equitable, respectful and inclusive

Preventing violence against women and children in the community is a priority focus area in the Community Safety Strategy 2013-2016


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Maternal and Child Health nurses and key contact officers for staff were trained about how to handle disclosures of family violence and to provide them with information about referring clients to the correct agencies

Pocket sized brochures which provide contact details for family violence services were distributed throughout the municipality including public toilets and maternal and child health centres

A high proportion of staff undertook the “Take a Stand” training; 364 staff attended the first session and 188 staff attended the follow on sessions two and three

There is also considerable work happening in the area of family violence within the municipality that is not driven by the City. One example includes a Regional Plan being developed by Women’s Health Loddon Mallee. Progress: With the current Violence Prevention Plan approaching the end of its life, a new plan is currently being developed. The new plan will have a greater focus on gender equity and respectful relationships due to its direct link to family violence. Areas that will be explored further include:

Concentrating on primary prevention

Ensuring our own organisation is equitable and respectful

Investigating the need for a gender analysis on services Risk Analysis: The City plays an important role in promoting a respectful and gender equitable community. If the Plan is not implemented, there is a high risk of not achieving this. Also if resources are not allocated to actions within the Plan, there is a risk of actions not being implemented to their full extent or in some cases, not at all.


Certain actions within the Violence Prevention Plan required community consultation. The level and extent of consultation depended on the action.


In actioning the Violence Prevention Plan, the City played many and varied roles. Some actions required resource allocation through the annual budget process.

Conclusion

The Violence Prevention Plan has come to the end of its life. The implementation of the Plan has been substantial with many key actions completed. This reinstates the City’s commitment to violence prevention in the community. Work will shortly commence on the development of a new plan.


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Attachments

1. The City of Greater Bendigo Violence Prevention Plan Progress Report 2015.

RECOMMENDATION

That the Greater Bendigo City Council resolve to endorse the Violence Prevention Plan Actions that have been implemented over the past three years.

Productivity - Reports 97 Ordinary Meeting - 04 November 2015

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4. PRODUCTIVITY

4.1 ECONOMIC DEVELOPMENT STRATEGY: 2014-2020 (IMPLEMENTATION UPDATE)


Author and Responsible Stan Liacos, Director City Futures Director

Summary/Purpose

The purpose of this report is to provide Council and the community with a bullet point summary regarding progressive implementation of Council’s Economic Development Strategy. Council will recall that it agreed to receive such updates every six months.

Policy Context

Council Plan - Action item 2.5.5: Develop Economic Development Strategy


The Economic Development Strategy provides direction and promotion of the many and varied initiatives considered most necessary to be implemented by and for the Greater Bendigo community to ensure continued growth, vibrancy and diversification of our economy for the next decade and beyond. Responsibility for implementation of these priority initiatives is spread across Greater Bendigo's public, private and community business sectors and across the organisation where relevant to the City of Greater Bendigo itself. The Strategy has been drafted to encourage and promote City of Greater Bendigo, Victorian and Australian Government, private and community sector investment into a series of priority actions that when combined will generate real "game changing" outcomes for our region. The Strategy indicated that it will remain "broad in focus and pointed towards 2020, but will have associated with it detailed Implementation Action Plans considered and endorsed by Council every two years for the next six years (Economic Development Strategy 2014-2020 p.14)". To ensure that the Strategy is dynamic and responsive rather than wait every two years, various plans and initiatives that require Council input will be brought to Council as and when required throughout every year. Resourcing of various plans and actions will be considered each year as part of budget processes. Many plans and initiatives are of an operational nature and staff will progress the initiatives with relevant stakeholders.


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The majority of identified initiatives identified in the strategy are likely to be implemented by other levels of government, the private sector, not-for-profit and broader community sectors, as well as in many instances a combination of sectors, rather than the City of Greater Bendigo itself. The City's job in largest part is to be a consistent and professional advocate and enabler of local government and community effort.

Strategy Implementation - Progress Update

It is considered that good progress is being made to date. Particular notable recent initiatives / matters of recent progress include the following:

Announcement by the Australian Government of the $1.5 billion “Hawkei”

manufacture and maintenance contract to Thales Australia’s Bendigo operation - a

most significant economic boost for our regional economy

The announcement of La Trobe University’s Bendigo Campus Master Plan and

commencement of its staged implementation

Announcement of a major expansion and modernisation to Parmalat’s manufacturing

operations in Bendigo

Good progression with the new Bendigo Hospital development

Commencement and good progression with the major expansion of St John of God

Private Hospital

Progression of the Planning Scheme Amendment Panel for the proposed Marong

Business Park (note: progressing to Planning Panel Stage in November this year)

Announcement by NBN Co. that the “rollout” of high speed fibre telecommunication

connections will commence in Bendigo late next year

Securing of matching Federal and State Government funds for the expansion of

Bendigo Airport ($5 million from all three levels of government now secured) and

receipt of all necessary planning permit approvals

Securing of funds ($300,000) from the Victorian Government to support the City’s

“Career Horizons” student-industry connection program

Announcement by Radius Disability Services of the establishment of their new

headquarters and facilities in Mitchell Street in the Bendigo CBD


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Adoption of Council’s Rural/Intensive Industries/Farming Strategy and associated

Planning Scheme Amendment processes to help implement the Strategy

Commencement of an ongoing program of high-level “Business Roundtable Forums”

for Councillors and Executive with representatives of Greater Bendigo’s business

community (two already held)

Promotion and staging of the inaugural Bendigo Small Business Festival 2015

incorporating 27 public events attended by over 1,000 people

Promotion and staging of the inaugural “Bendigo Jobs and Careers Expo”

Adoption of Council’s 2015/16 budget which includes support for a range of Economic

Development Strategy initiatives and indirectly associated projects

Council decision made to proceed with the planned and permit-approved Greater

Bendigo Indoor Aquatic and Wellbeing Centre in Kangaroo Flat and confirmation of

$15 million in Victorian Government funding support

Completion of and commenced operations for the 1,000-seat Ulumbarra Theatre

Securing of funding support for the major expansion of Bendigo Stadium and receipt

of planning permit approval

Council approved package of increased funding and program support for the

reinvigoration of the Bendigo Trust and commenced implementation of the Trust

Board’s business turnaround plan

Commencement of several privately-funded Council supported and permit-approved

inner-city residential developments (e.g. View Street and Mitchell Street Apartments)

Announcement of La Trobe University’s “Workforce Integrated Learning” student

placement program in association with the City of Greater Bendigo (resulting in

industry placement for some 100 additional students each year)

Announcement of La Trobe University’s multi-disciplinary Engineering Degree

Program (long demanded by local industry)


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Completion and staged opening of the Victorian and Australian Government funded

Regional Rail Project in Western Melbourne

Release of the new Victorian Government’s Regional Growth Fund and Regional

Jobs Fund (designed to support local economic development initiatives)

Release of designs for the Victorian and Australian Government funded major

Ravenswood Interchange – a major infrastructure project for our region

Announcement of Victorian Government support for the Bendigo “Metro Rail” Study

Project

Completion of Stage One of the Marist Brother’s College in Maiden Gully

Completion of the latest major stage of the expansion of Girton Grammar School

Bendigo

Continued attraction, retention and development of a year-round program of major

events for Greater Bendigo (many and varied)

Recent announcement by the City and the Victorian Government of the first in a

series of new major international art exhibitions at and by Bendigo Art Gallery

Announcement by the Victorian Government of the establishment of a dedicated

“Tech School” in Bendigo – one of ten across Victoria

Announcement by the City of Greater Bendigo of the formal commencement of

construction tender processes for over $62 million of works across three major

projects – Bendigo Airport, Aquatic Centre and Bendigo Stadium.

All of these initiatives are referenced and supported in Council’s Economic Development Strategy.

RECOMMENDATION

That the Greater Bendigo City Council note the progress being made with respect to the implementation of the Economic Development Strategy: 2014 - 2020 and request its next strategy implementation update be presented to Council in March next year.


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4.2 BENDIGO TRAMWAYS STUDY AND STRATEGIC PLAN


Author and Responsible Stan Liacos – Director, City Futures Director

Summary/Purpose

The purpose of this report is to brief Council on the preparation of a study/strategic plan recently completed for and by the Bendigo Trust into its future tourism tram operations in Bendigo. A copy of the full study report has been circulated separately to Councillors. The study was a collaborative undertaking between several entities and was in largest part funded by the Victorian Government. The study considered issues relating to possible commuter service viability, extension and direction of existing track and potential marketing opportunities that exist with additional infrastructure and operational budget capability. The study and key recommendations have been concluded after analysis and consideration among stakeholders to identify and help resolve current issues and limitations. The key findings identify that the business case for a commuter service and any extension of track is not able to be justified at this time due to costs, current and future road usage, budget feasibility and non-alignment with the primary tourism purpose of the Trust’s tram services. There is however strong merit in infrastructure investment being progressively made to support and revitalise the Tramways through current roadway traffic conflict resolutions and through at least two additional tram stops being built in the near future at key tourism attraction locations. This will provide the impetus for the Tramways to be the “glue” that links together a range of other tourism and cultural attractions in central Bendigo. Additionally, the study findings identify some marketing opportunities that exist for the Tramways in timetable scheduling, themed event trams and product innovation, which are also aligned to wider tourism efforts in creating a more ‘unique point of difference’ to enhance Bendigo’s overall tourism appeal.

Policy Context

Council Plan 3.3 Greater Bendigo is a community that values its heritage and supports arts and cultural experience


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3.3.2 Promote heritage values and learning opportunities in partnership with relevant heritage organisations.

Economic Development Strategy - Liveability (section): “Support the reinvigoration of the Bendigo Trust to not only ensure the preservation of important Bendigo heritage assets (e.g. Tramways, Central Deborah Mine and Chinese Joss House), but importantly also to ensure that the organisation’s operations more strongly contribute to Bendigo’s diversifying tourism industry and appeal, and to be better integrated into the overall marketing of Bendigo as a major visitor destination.”

Report

Background Bendigo has had trams since 1890, however in 1972 all but 4.2km of track was removed to make way for alternative forms of transport. The remaining 4.2km of track has since been used to operate a heritage tramway tourist attraction. The Bendigo Tramways is governed by the Bendigo Trust on behalf of the City of Greater Bendigo. In the forty years since the removal of the original track, the urban population has more than doubled and Bendigo has also developed significantly as a tourist destination. Road traffic has greatly increased along the tramline and continues to grow, which has led to a greater number of traffic conflicts and delays to the service, particularly where the single track tramline shares with turning vehicular traffic in both directions. The tramway is being maintained and the fleet of trams is much improved from its original condition in 1972, however there is a need to address existing infrastructure issues and limitations placed on the service offer by the current track route. In 2014, urban planners and tourism advisors Urban Enterprise in collaboration with engineering consultancy Cardno were commissioned to undertake a strategic investigation into the Bendigo Tramways in order to identify a strategic plan for the current and future tramways operations. The overall study sought a review of opportunities to address and enhance operational and infrastructure matters related to the current role as a historic tourism service, while also identifying potential for additional stops and track extensions within the context of the current tourism role. In addition, the study presents an opportunity to consider the potential for the service and infrastructure network to be broadened to include a public transport/commuter role in the future. Bendigo Tramways The current Tramways route runs 4.2km (8.4km total journey) from Central Deborah Gold Mine to the Bendigo Joss House temple, providing a link between some of Bendigo’s central city tourist attractions. Trams typically operate hourly between 10am to 4pm each day, however a more frequent service is run on peak/school holiday periods, typically between 20-30 minutes.


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The track is predominantly single track, with sections of double track along Pall Mall and two passing loops. The existence of predominantly single track creates conflicts between cars and trams where the track shares the right turn lane in both directions. “Talking Tram Tour” is the primary product of the Tramways, with secondary product including the 976 restaurant tram and the tram depot and workshop tour. The “Talking Tram Tour” tickets are priced at $17.50 for adults, $16 for concession and $11 for children and $51 for a family. Tickets are available that include entry/tours to other Bendigo Trust attractions, through Bendigo “Experience Pass” tickets. Packages are also available at times in conjunction with Bendigo Art Gallery. Tramways visitation has remained relatively stagnant from 2002/03 to 2011/12 (includes tours and specials), averaging approximately 43,400 patrons per year. Patronage generally peaks in January, with the lowest visitation typically occurring in February, August, May and June. ISSUES AND OPPORTUNITIES Unique and Iconic The Bendigo heritage trams provide a “unique point of difference” for Bendigo as a regional tourist destination and complement the cultural and heritage tourism offer of Bendigo. No other regional destination in Australia can offer the same authentic heritage tram experience within the layer of the broader cultural heritage experience of Bendigo itself. The heritage trams are critical to this point of difference. Using the W-Class trams to provide the Talking Tram Tour significantly affects the Bendigo Tramways point of difference. It also poses an issue in terms of value for money, given the Melbourne City Circle tram is a free service. The W-Class trams should therefore be utilised to generate revenue via alternative avenues. The heritage trams are a relative icon of Bendigo and their status arguably should be elevated. The Tramways will however need to increase market awareness, improve the ‘value proposition’ as well as linking more effectively with the broader heritage, arts and culture product and branding of Bendigo to increase its iconic status. The current product offer of the Bendigo Tramways is arguably outdated and requires re-invigoration to appeal to various market segments and to respond to increasing visitor demand for high quality tourism experiences and to increase the ‘value for money’ of the product offer. Stagnant patronage The Tramways patronage has been stagnant for the past ten years, averaging approximately 43,400 per year. The stagnant patronage levels places increasing pressure on the Tramways revenue and profitability. The Tramways have offset this through increasing revenue from contract maintenance, repairs and restorations. It is essential that Tramways patronage increases in order to ensure the long term viability and sustainability of the Tramways operations.


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Opportunity Cost It is critical that the Tramways remain as a financially sustainable tourism product in Bendigo. If the Tramways operations ceased, there would be a significant economic opportunity cost for Bendigo and Victoria including a loss of visitors currently experiencing the Tramways product, loss of a key heritage tourist attraction and loss of the synergies between the Tramways and other heritage attractions; loss of a key regional tourism point of difference and loss of branding and marketing potential; loss of direct jobs involved in the Tramways and flow on effects in the local economy; loss of skills, unique to operating, repairing, maintaining and restoring heritage trams; loss of tourism jobs as a result of reduced in-region expenditure; and loss of opportunities for volunteers currently associated with the Tramways. Traffic Conflicts The existence of predominantly single track creates traffic conflicts between trams and vehicles. These are primarily created through the existence of right hand turn lanes on tram tracks. These traffic conflicts can cause lengthy delays to the trams and create safety issues, significantly affecting the service delivery. This reflects poorly on the experience for visitors. This issue is only likely to compound with inevitable increasing traffic volumes in Bendigo. These traffic conflicts should be addressed through infrastructure changed that facilitate safe passage for trams and road users and increase the uninhibited operation of the Tramways. Diversifying the Product There are currently 23 vintage trams in the fleet plus one custom fit restaurant tram. The ‘Talking Tram’ tour is the primary product offer of the Tramways, which has remained relatively unchanged over the years. The Talking Tram tour is tailored to each heritage tram but essentially the remaining commentary is the same for all trams. The Tramways is therefore not capitalising on extracting value from various market segments and groups. The lack of diversity in product offer and experiences may be deterring patronage and repeat visitation. The current Tramways tourism experience is in need of reinvigorating in terms of providing new and innovative experiences which cater to a variety of market segments and audiences. Potential market segments could include school groups (primary and secondary), families, retirees, corporates, tram enthusiasts and international visitors. PRODUCT ENHANCEMENT STRATEGIES 1. Extension of the Tramways Narrative

There is opportunity for the Tramways to build upon and extend the Tramways narrative.

This would involve telling a variety of different stories which cater to different market

segments. Potential narratives could include:


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The cultural heritage of Bendigo;

The history of the Tramways in Bendigo from operators, drivers and original users;

Appealing to the family market by providing experiences and narratives that more

actively engage the interest of children;

The tourist attractions of Bendigo with detailed commentary of their history and

significance to Bendigo; and

An international visitor options which provides various tours in different languages.

2. Update Materials and Equipment

The quality of the product is dependent on the quality of materials and equipment being utilised. Inaudible or poor sound quality can drastically affect the quality of the experience for visitors. It is important that equipment is always functioning to a high standard. There are current problems in this regard. There is also opportunity to use different forms of media to deliver the product. This could include the utilisation of digital media. 3. Push Notifications on Mobile Devices

The Bendigo Tramways is investigating the feasibility of utilising beacon technology to be incorporated into the tour to promote Bendigo and its attractions and businesses directly to visitor’s mobile devices. This would add considerable value to the tour product and add value to Bendigo’s tourism and retail businesses. It would also encourage visitors to “hop on hop off” and explore the city’s other tourism attractions and retail precincts.

4. On Sell the Depot Tours

The importance of the Tramways Depot and Workshop tours should not be underestimated to the overall Tramways experience. The Tramways depot and workshop tour provides an authentic heritage tram depot/workshop experience that is complementary to the Tramways tours. This is where visitors can get a first-hand account of the work which goes into restoring and running a fleet of heritage trams. On selling the depot and workshop tours to visitors would create a wholly integrated experience, which would represent good value for money.

5. Increase the Range of Themed Trams

There is an opportunity to increase the number of themed trams. Currently there are a few themed trams including the Jimmy Possum Tram, the Yarn Bombed tram, the Art Series “Schaller Studio” tram and the Restaurant Tram. Increasing the range of themed trams would extend the product offer and appeal to different market segments.


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Coincide with Festivals and Events – Themed trams could coincide with major festivals and events. Festival themes trams may include Bendigo Easter Festival, Chinese New Year, Blues and Roots Festival, Fashion Festivals, National Sheep and Wool Show, New Moon Festival and other cultural festivals. The Trams could be utilised to promote festivals and or event in the weeks leading up and during the festival/event. Theming trams to particular events should be done in collaboration with the organisers of the event to create mutually beneficial partnerships. Coincide with Major Exhibitions and Shows – There is also an opportunity to provide themed trams which coincide with major exhibitions at Bendigo Art Gallery and major shows at The Capital and Ulumbarra Theatre. These trams would also create awareness of the exhibition to visitors and contribute to the overall visitor experience. This would contribute to the marketability of the exhibition/show and create a greater market presence within Bendigo. This would also enable a greater opportunity for package deals associated with major exhibitions and shows. These trams could operate in much the same was at the “Art Trams” currently do in Melbourne. Guided tours – There is opportunity to introduce a guided tour to the Tramways product and it is understood that Bendigo Tramways is considering the possibility of at least one daily guided tour. This would provide a more personalised and authentic tour for visitors. The guided tour could be operated on a trial basis to gauge visitor satisfaction in comparison to the current Talking Tram tour. Night Trams – There is potential for a night tour to showcase Bendigo at night. This could be in the form of a “ghost tour’ to appeal to the family market and / or one that serves drinks and canapes to appeal to a singles and couples market (run at twilight). Food & Wine Trams - There is an opportunity to introduce year round themed trams which appeal to food and wine visitors. This could include Trams which provide a tour with local craft beer /cider and/or wine and local produce. This Tram would appeal to visitor markets as well as local Bendigo residents. The Bendigo Craft Beer and Cider Festival and Oktoberfest in Bendigo are two key events in during which a local craft beer themed tram could operate. This would also help increase awareness of the event. Outsourcing the operation to private operators may generate revenue for the Tramways while ensuring the operation of the product is undertaken by hospitality business with the appropriate experience and resources.

6. Increase the range of Special Events Trams

There is opportunity to introduce a greater range of special event trams that can appeal to different users.


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The corporate market could be captured by providing a tour service for business function delegates. This type of tour would provide a value add to the function, providing delegates with the opportunity to socialise and network. The tour would also provide corporate visitors with an easy way to explore Bendigo, particularly if time is a constraint. A party tram would need to offer more than a standard tour. These tours would need to value add by including catering, provision for music, adequate seating, appropriate lighting and decoration.

7. Link to existing Walking Packages

The Tramways tour could link to existing walking tour packages provided at the Bendigo VIC. These tours are free, however they provide a value add to visitors who would like to explore the city by foot from various Tramways stops. 8. Increase the Number of Stops

There is opportunity to add stops to the current Tramways route to better service Bendigo’s tourism and commercial precincts. New stops would also increase the “value proposition” of the tour. New stops would generate greater exposure to visitors of tourism attractions and businesses along the current tram route. Coupled with an increase in frequency, the “hop on hop off” nature of the tour would be more viable and flexible. A greater number of stops is likely to increase visitor dispersal along the tram route and likely to leverage greater expenditure by visitors at local businesses and attractions. Additional stops on the current Tramways route may include for instance:

1. Sacred Heart Cathedral and future “Aspire Precinct”

The Sacred Heart Cathedral is a major tourist feature in Bendigo and is a focal point across the inner Bendigo area. The planned development of the “Aspire Precinct”, fronting High Street will provide a gateway to the precinct and to Sacred Heart Cathedral. This presents a unique opportunity to provide a tram stop that aligns with the Sacred Heart Cathedral. Presently, the closest stop to the Cathedral is located on Pall Mall, north of Mitchell Street. This stop is well outside a reasonable 400m walkable radius and mitigates against Tramways patrons including the Sacred Heart Cathedral within the tour.

2. Golden Dragon Museum (Mundy Street intersection with Pall Mall)

The Golden Dragon Museum is currently not serviced by a Tramways stop. The nearest stop is located on Pall Mall at the juncture of Mitchell and View Street, which is not within a reasonable 400m walkable catchment of the museum. There is opportunity to locate a new stop outside the recently completed taxi rank and toilet facility at the juncture of Pall Mall and Mundy / Bridge Street. The inclusion of a stop here would service the Golden Dragon Museum, provide greater access to areas of the CBD and Rosalind Park and provide greater viability for the “hop on hop off” service.


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Given the location of the recently established taxi rank, at the juncture of Pall Mall and Bridge Street, a new tram stop could provide the opportunity for a signalised pedestrian crossing to the taxi rank. The inclusion of a signalised pedestrian crossing would increase the safety of pedestrians wanting to access the taxi rank or the public toilets. Anecdotally, students from Bendigo Senior Secondary College also cross the road at this point to access shops during lunch time and after school hours. A tram stop and integrated pedestrian crossing at this location would therefore be of benefit to the Bendigo community as well as Tramways patrons. A new tram stop at this location would also better service the Conservatory Gardens in Rosalind Park and to some extent the recent development of the Ulumbarra Theatre.

9. Track Duplication

The opportunity exists to implement a duplicated track along the current tram route: Traffic Conflict Resolution Many of the tram/traffic conflicts arise due to the provision of single tram track. The introduction of duplicated track would resolve these issues, particularly relating to conflicts which arise due to right hand turn lanes located on tram tracks. Increased Frequency of Service The introduction of duplicated track would remove the existing restriction on frequency of tram services. This is particularly important between Myrtle Street and Mitchell Street where the current track allows for a maximum of a 20 minute service frequency. Duplicated track would provide an even greater level of achievable service frequency. Full duplication of track would facilitate services of at least 10 minutes. This would also facilitate a greater ability to promote the trams as a “hop on hop off” service. Traffic Flow and Safety Duplicated track would facilitate greater flow of traffic and tram movement which would increase road safety for all users. Duplicated track would also provide certainty to all road users about the relationship between trams and vehicles. Currently the provision of some single track, some double track and some passing loops creates an ambiguous situation for road users, promotes uncertainty for road users and can lead to poor decision making by road users. Product Enhancement The provision of duplicated track would enhance the current tramways product through the ability to increase the frequency of service, the ability to extend the track to other tourism destinations and through creating a more reliable, safe and smooth journey for passengers.


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Future Public Transport Provision Duplicated track could facilitate a greater shift toward the provision of light rail public transport in Bendigo in the longer term given much of the track infrastructure will already be in place. It is considered that a reliable, efficient public transport service could not operate on a predominantly single track, particularly when not operating on a loop route.

10. Extend the Tram Route

Extending the Tram route to take in more of Bendigo’s attractions and provide a longer journey would significantly increase the value proposition of the Tramways and open up opportunities for greater product enhancements and packages.

11. Increase the Frequency of Service

Proposed infrastructure works will facilitate an increase in the frequency of the tram service. Increasing the frequency of service would facilitate a greater utilisation of the “hop-on hop-off” service and provide greater value for money for the current service. Currently, trams run every hour and every half hour during school holidays. The frequency of service could be adjusted depending on variable demand (i.e. peak season, low season) and trialled to measure the benefits / costs. Running trams every 15-20 minutes would increase the attractiveness of the Tramways as a “hop-on hop-off” service and contribute to the recognition of the Trams as being a part of Bendigo’s historical and current urban fabric. Funding the increased service operation could be achieved through greater visitation as a result of the increased service. A future possibility is for a reduction in ticket price to be explored which may result in the Tramways appealing to a broader market and resulting in increased sales and ridership.

PRELIMINARY COST ESTIMATES Preliminary cost estimates for various concept options to resolve current tram and roadway traffic conflicts and new tram stops are provided in the table below: The works have been grouped into a general order of priority within the context of the current tourism role and its operational issues. Accordingly works resolving the conflict between tram movement and right turn lanes and priority new stops are given the highest priority. Full track duplication will have significant benefits but the cost of works is high. It is recommended that full track duplication should be considered in the context of the implementation of the ITLUS recommendations for High Street / Pall Mall. PUBLIC TRANSPORT POTENTIAL The current operation of the Bendigo Tramways is not suited to providing a public transport service. Public transport would need to be provided by a modern light rail system.


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The introduction of a light rail service generally requires a population of at least 150,000 to 200,000 people. Bendigo’s population will not reach 150,000 for another 20 years. A full public transport Light Rail service in Bendigo is very unlikely to be viable for at least 15 to 20 years. However the successful continuation of the existing heritage service preserves the opportunity to consider the introduction of a Light Rail public transportation service in the long term future. ECONOMIC VALUE It is considered that the Tramways has the potential to increase its visitation by more than 40,000 visitors annually. Increase in visitation however is reliant on the implementation of the high priority infrastructure projects (primarily new tram stops and major traffic conflict resolutions) to facilitate improvement of the product to meet current market demands. It is estimated that 35,000 extra visitor nights could be achieved in the region as a result of extended stay, equating additional direct in region expenditure of $5.2 million per annum and indirect expenditure of $3.3 million, a total of more than $8.5 million. The year-round operation of a 20 minute service frequency would result in the creation of four ongoing jobs directly at the Tramways and an additional 80 or so jobs in Bendigo due to increased visitor expenditure. Implementation of key priority infrastructure projects, including conflict resolutions and new tram stops would result in the creation of an estimated 52 jobs (equivalent full time) during the design and construction phases.

Infrastructure Project Note Cost Estimate Priority

Sacred Heart Cathedral Precinct New Tram Stop

New Tram stop and traffic conflict resolutions between Wattle Street and Short Street

$1,310,000 High

Golden Dragon / Taxi Rank Tram Stop (Mundy St Tram Stop)

New tram stop and signalised pedestrian crossing

$1,530,000 High

Myrtle St / Don St/ Vine St Localised duplication of track to resolve traffic conflict

$800,000 High

Chapel St / McCrae St Localised duplication of track to resolve traffic conflict

$790,000 High

Midland Hwy – passing loop

Realignment of through lanes to avoid tram tracks and resolve traffic conflict

$640,000 High

Sub Total

$5,070,000

Deborah Gold Mine / Violet St

Signalised movement of trams in the out of Goldmine to avoid traffic conflicts

$230,000 Medium

McCrae St / Tramways Ave Signalised movement of trams in and out of Depot to avoid traffic conflicts

$860,000 Medium


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Midland Hwy / Nolan St Traffic lane and tram track separation to avoid conflicts

$220,000 Medium

Nolan St / Bridge St Signalised tram movement and passing loop clear of traffic

$560,000 Medium

Joss House / Finn St Signalised tram movement from Joss House terminus

$470,000 Medium

Bridge St / Weeroona Ave Warning system for tram crossing

$370,000 Medium

Sub Total

$2,710,000

Track Duplication (Option 1)

Cost for track duplication from Myrtle Street and Mundy Street to Chapel Street retaining existing track. Cost is additional to other works.

$2,900,000 Medium

Track Duplication (Option 2)

Full track duplication relacing existing track from Myrtle Street to Mitchell Street and Mundy Street to Chapel Street

$7,800,000 Medium

AN INTEGRATED APPROACH The necessary infrastructure improvements and the product enhancement strategies are fundamentally linked. The Tramways as a tourism product cannot move forward without building the infrastructure to enable the implementation of strategies that will ensure the long term sustainability and growth of its operations. As it currently stands tram patronage, has remained relatively stagnant for ten years. In order to increase patronage, the Tramways must respond to increasing visitor demand for high quality, innovative, authentic tourism experiences, otherwise they run the risk of falling to the wayside. It is essential that the Tramways implement key infrastructure initiatives in order for this to happen. The long term sustainability of the Tramways is not only important to itself but it is also fundamentally important to Bendigo as a tourist destination and a diversified economy. The Tramways is an iconic feature of Bendigo and a key component of its heritage and cultural fabric. Ensuring its sustainable operation is a key to the marketing of Bendigo as a heritage and cultural destination, attracting visitation, providing a point of difference to other regional cities and towns and attracting population growth to a diversified and fascinating city. The Tramways should be a product for the locals as much as it is a product for tourists. Facilitating local buy-in and community support of an authentic tourism product will ensure the long term sustainability of the Tramways. The Tramway’s iconic status should be elevated within the Bendigo tourism context. However, this can only be achieved through implementing infrastructure and product enhancement strategies that make it a world class tourism experience, driving increased patronage both from visitors and from local residents.


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IMPLEMENTATION PLAN The table below provides an indicative implementation plan for strategies and infrastructure projects for the Tramways. The plan includes a summary of the strategy, actions to be taken to implement the strategy / infrastructure project, a delivery timeframe and priority funding support from the Victorian and/or Australian Governments will be important in this regard. INDICATIVE STRATEGIES Strategy Summary Action Timeframe Priority

1. The Tramways Iconic

Status

Utilise heritage trams as point of difference for Bendigo and enhance iconic status

Only use heritage trams for the heritage tourism

Immediate High

2. The W Class Trams Utilise W-Class trams for alternative uses to core product offer e.g. special event trams, advertising space, charters

Explore feasible alternatives for use of W-Class trams. Seek expressions of interest from potential operators.

0-1 year High

3. A diversified product Diversify product offer to appeal to different market segments

Explore product changes that appeal to different markets e.g. school groups, families, tram enthusiasts, international visitors

0-3 years High

4. Value for money Increase the value proposition of the Tramways experience; as set out below.

Explore options to improve the product offer to increase the “value proposition” including various product enhancement strategies

0-3 years High

(a) Increase the

frequency of

service

Increase the frequency of service to a 20 minute service to promote a “hop-on hop-off” service. Additional tram stops and traffic conflict resolutions are critical to an increase in service frequency.

Investigate increase in service frequency, particularly to coincide with implementation of infrastructure recommendations.

0-3 years High

(b) Extension of the

existing

tramways

narrative

Development of different narratives to appeal to various market segments.

Explore opportunities for the development of new narratives which appeal to different markets

0-1 year High

(c) Update materials

and equipment

Ensure materials and equipment is functioning to a high standard. Explore alternative modes of narrative delivery.

Perform regular reviews of materials and equipment. Investigate alternatives to narrative delivery (the Tramways is currently trialling a mobile application)

0-2 years High

(d) Utilise push

notifications on

mobile devices

Utilise beacon technology for push notifications on mobile devices.

Investigate feasibility of using Beacon technology to deliver localised information to visitors.

0-2 years High


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(e) Increase the

range of themed

trams

Align with festivals and events; align with exhibition and shows, guided tour, night tram (ghost tram), food and wine.

Liaise with Bendigo Tourism, Bendigo Art Gallery, The Capital, event organisers, and the City of Greater Bendigo on including new themed trams which align with events, shows, festivals and exhibitions.

0-3 years High

(f) Increase the

range of special

event trams

Increase the range of special event trams to appeal to different users.

Explore options to outsource W-Class trams to external operators for special event trams e.g. Rosalind Park walking tour.

0-3 years High

(g) Link to existing

walking

packages offered

from the VIC

Link Tramways product with walking tours from VIC

Liaise with Bendigo Tourism, VIC staff and any walking tour operators on options to link tram stops with walking tours e.g. Rosalind Park walking tour.

0-3 years Medium

5. Extend the Tram

Route

Investigate options to extend the tram route to better service Bendigo’s tourist attraction and increase the “value proposition” of the product

Explore options for tram route extensions. Investigate potential of Rosalind Park tram route extension to leverage off implementation of Rosalind Park Master Plan

10-20 years Low

INDICATIVE INFRASTRUCTURE PROJECTS Infrastructure improvements Delivery /

Timeframe Priority

1. Establish a new stop ay the Sacred Heart Cathedral / Aspire Precinct 0-2 years High

2. Establish a new stop at Golden Dragon Museum / Mundy St 0-3 years High

3. Intersections

a. Myrtle St / Don St / Vine St

b. Chapel St / McCrae St

0-3 years High

4. Midland Highway Passing Loop 0-3 years High

5. Other infrastructure Improvement Projects

a. Deborah Gold Mine / Violet St -signalised movement for trams

b. McCrae St / Tramways Ave – signalised movement for trams

c. Midland Hwy / Nolan St – traffic / tram separation

d. Nolan St / Bridge St – Signalised tram movement / passing loop separation

e. Joss House / Finn St – Signalised tram movement

f. Bridge St / Weeroona Ave – tram approach warning system

3-5 years Medium

6. Full track duplication 10-20 years Medium


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General Actioning of Infrastructure Projects 1. Liaise with key stakeholders and proponents regarding potential funding and/or

support for a new stop/infrastructure projects (particularly VicRoads).

2. Seek funding for the detailed engineering design of select infrastructure projects.

Design consideration should be given to the potential for a passing loop and/or future

track duplication and pedestrian crossings where appropriate. The design study may

require an update of traffic modelling in the vicinity to obtain more detailed traffic

movement in the area. The design study may require an update of the tourism,

operational and economic benefits and a detailed estimate of project cost.

3. The engineering design should have regard to the potential for full track duplication in

the future.

4. Liaise with and obtain the support of VicRoads, City of Greater Bendigo and any

other relevant stakeholders regarding the outcomes of the design study.

5. Seek funding for construction and any associated works.

External Consultation: The Bendigo Tramways Study and Strategic Plan was prepared by Urban Enterprise for the Bendigo Trust and finalised in May 2015. The Study Steering Committee comprised: Ian Hart – CEO Bendigo Trust Jos Duivenvoorden – Bendigo Tramways Manager Mal Kersting - VicRoads Stan Liacos – CoGB Katherine Wrzesinski – CoGB (in association with colleague Phil DeAraugo) Gillian Sawyer – Regional Development Victoria In early 2015, public comment was sought by the Bendigo Trust in response to a draft paper released and approximately 30 comments were received and generally accounted for and incorporated into the final report.


The study cost $99,000 funded from the contributions of the Victorian Government (RDV) of $80,000 and the Bendigo Trust of $19,000 (drawn from Council’s annual contribution to the Trust.)


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The preparation of the plan provides an opportunity for the Bendigo Trust, in association with the City, to seek collaborative funding support over the next few years for priority infrastructure investments from the Australian and/or Victorian Governments and philanthropic contributors where possible with the opportunity for Council to prudently and efficiently provide supportive matching funding by leveraging its existing annual on-going financial contributions and infrastructure support to the Bendigo Trust. Conclusion The Bendigo Tramways are an iconic feature on the Central Bendigo landscape and of Bendigo’s tourism appeal. The financial sustainability and tourism appeal of the tramways is however showing some recent signs of decline. The recently prepared Bendigo Tramways Study and Strategic Plan provides a well- considered basis upon which to hopefully refresh and reignite the tramway’s place in Bendigo civic life and its contribution to Bendigo’s growing tourism industry. Desirable initiatives in this regard include:

Product and customer technology upgrades

Resolution of several frustrating, costly and safety-threatening tram-road traffic

conflicts; and

Maximising the cross-dependency synergies between the Trust’s Tramway and

Central Deborah Tourism Mine operations to enhance tourism appeal and the

financial sustainability of the Bendigo Trust.

It is recommended that Council endorse the Tramways Plan as a sound basis upon which to hopefully leverage Victorian and/or Australian Government and community support to help implement the plan over forthcoming years.

RECOMMENDATION

That the Greater Bendigo City Council commend the Bendigo Trust on the preparation of the Bendigo Tramways Study and Strategic Plan and agree to work collaboratively with it in an effort to attract Victorian and/or Australian Government funding and community support to implement priority components of the plan over forthcoming years.


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4.3 ANNUAL SUMMARY OF OPERATIONS - CAPITAL VENUES AND EVENTS 2014/15


Author David Lloyd – Manager, Capital Venues and Events Stan Liacos – Director, City Futures Responsible Stan Liacos – Director, City Futures Director

Summary/Purpose

The purpose of this report is to provide Council and the community with an overview of recent achievements by Capital Venues and Events and an outline of key management and policy pursuits currently guiding the operation of the significant Council-owned and operated facilities for which the team is responsible.

Policy Context

Council Plan Reference: 3.3 Greater Bendigo is a community that values its heritage, arts

facilities and major events and supports arts and cultural experiences

3.3.4 Ensure the ongoing profile and diversity of performing arts

and entertainment events across the municipality

Background

Capital Venues and Events is Council’s business unit that operates a year-round suite of venue facilities including:

The Capital Theatre

The Banquet Room

The Bendigo Bank Theatre

The Old Fire Station Drama and Dance Studio

Dudley House

Ulumbarra Theatre and associated venues

Bendigo Town Hall.

The facilities are available and used for a wide range of arts and entertainment, productions, functions, receptions, conferences, workshops, meetings, exhibitions, displays and other events.


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The team at Capital Venues and Events also produce, promote and deliver events including the Bendigo Writers Festival, various theatre productions and special functions on behalf of the City. Capital Venues and Events comprises an FTE staff composition of approximately 11 staff and a pool of casual technicians that support client events and functions at varying ‘commercial’ or ‘community’ charge-out rates. Capital Venues and Events also manages and supports over 100 venue or event based volunteers. Key Achievements in 2014/15

Successful transfer of the Bendigo Exhibition Centre from City of Greater Bendigo

management to Bendigo Agricultural Show Society (Showgrounds) management in

accordance with a long-held legal agreement;

Successful opening and commenced operations of Ulumbarra Theatre in association

with our Major Projects Unit and BSSC;

Successful attraction of up to $1,000,000 in Ulumbarra Theatre centred donations,

sponsorships and alliances in association with the Director, City Futures;

Significant 18% increase in the number of performances and events held in The

Capital and Ulumbarra Theatre (combined) compared to the previous year;

Significant 37% increase in the number of tickets sold for events held at Capital Venues and Events facilities compared to last year;


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Significant 37% increase in non-performance events attendance at Capital Venues

and Events facilities compared to last year;

Significant 37% increase in combined total attendances at Capital Venues and Events facilities compared to last year; and


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Staged the third successful annual Bendigo Writers Festival in association with La

Trobe University and other event partners.

Ulumbarra Theatre – open and operating! The official opening and commenced operations of Ulumbarra Theatre should be acknowledged as a major triumph for Council and the Greater Bendigo community. The Theatre is off to a flying start. It is being praised and applauded far and wide and has given Bendigo another unique quality feature to boast regionally and nationally. The “Ulumbarra” show presented by composer David Bridie and various indigenous artists specially commissioned for the opening night of Ulumbarra Theatre was breathtaking as the vast majority of attendees would likely testify. We are currently working with the artists involved and the Victorian Government to potentially see the triumphant return of the opening show for wider public enjoyment and celebration. “Ned –The Musical” It is rare in Australia to see new locally-produced, Australian-centred theatre musicals commissioned and produced. In another leap of innovation and courage faith by the Capital Venues and Events team, “Ned – The Musical” was locally commissioned and presented across a week-long season of impressive audience numbers, reactions and national media reviews. Few if any other regional cities in Australia can boast having done something similar. We are now working with the show’s writers and creative team to see if we can successfully adapt and “sell” the production on for wider national touring. Accounting for tickets revenue, sponsorships and private philanthropic donations, the commissioning of “Ned - The Musical” was marginally short of being cost-neutral for the City – another significant achievement by the Capital Venues and Events team in association with Tourism Unit and Major Events Unit colleagues.


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The net operating result for the team at Capital Events and Venues for 2014/15 was $1,889,281. This was a reasonable increase compared to recent years (refer table below) however it needs to be considered in the context of:

The inclusion of an entirely new major regional venue attraction (Ulumbarra Theatre)

into the team’s suite of Council-owned facilities with minimal additional resources;

A range of special one-off opening-phase set-up costs for Ulumbarra Theatre;

The likely retrieval of some of this budget over-run from the Ulumbarra Theatre

construction project at the eventual conclusion of the project and financial

reconciliation and disbursement of project costs among the various project funding

partners.

Current or emerging challenges

An unrelenting heavy workload across all Capital Venues and Events facilities,

particularly Ulumbarra Theatre and The Capital;

$1,279,520 $1,319,650

$1,089,433

$1,312,591 $1,256,065

$1,889,281

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

$1,600,000

$1,800,000

$2,000,000

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15

$ D

olla

rs

Year

The Capital Venues & Events 5 Year Comparison- Net Cost Expenditure


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Frustrating technical and production limitations until such time as the Ulumbarra

Theatre complex is fully commissioned; and

The continued challenge of developing and maintaining existing audiences for the

Performing Arts in an increasingly dynamic competitive environment.

Management Policy and Directions Key management principles and policy pursuits currently influencing our operations include:

A forthcoming internal restructure of the business unit designed to help accommodate

its significantly expanded and changed scale and nature and need to manage staff

stress levels;

Seeking continued growth in attendances, revenue streams and sponsorships;

Utilising the specialist venue management, ticketing and technical skills of the unit’s

staff across other key Council-owned properties;

Continued development and implementation of an integrated venue management,

ticketing and financial system;

Continuing to work closely with Bendigo Art Gallery and Bendigo Tourism through

specialised ticketing services for major exhibitions and special major events;

Positioning The Capital and Ulumbarra Theatre as premier performing arts centres in

regional Australia through strong occupancy levels, innovative programming and

national promotion;

A continued focus on implementing intelligent database marketing systems;

Continued development of a positive team culture among staff and expanding our

base of volunteers; and

Adhering to strong customer-focus principles.

RECOMMENDATION

That the Greater Bendigo City Council acknowledge the performance of the management, staff and numerous volunteers within its Capital Venues and Events business unit and their significant on-going contribution to our regional community and economy.


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4.4 ANNUAL SUMMARY OF OPERATIONS - BENDIGO ART GALLERY 2014/15


Authors Karen Quinlan – Director, Bendigo Art Gallery Stan Liacos – Director, City Futures Responsible Stan Liacos – Director, City Futures Director

Summary/Purpose

The purpose of this report is to provide Council and the community with a summary of recent operations and achievements at Bendigo Art Gallery and an outline of key management and policy pursuits guiding the operation and future development of this important Council-owned and operated cultural and tourism facility.

Policy Context

Council Plan Reference: Presentation and Vibrancy

3.3 Greater Bendigo is a community that values its heritage, arts facilities and major events and supports arts and cultural experiences 3.3.3 Continue to offer world class exhibitions at the Bendigo Art Gallery

Background

Bendigo Art Gallery is owned and operated by the City of Greater Bendigo. Its foundations were established in 1887 and its art collection is one of national significance. Historically, the Gallery was operated by a separate company with its own Board of Management until 1995 when an agreement was established for the City of Greater Bendigo to take over operations as part of a collaborative split of responsibilities with the company. The primary role of the Art Gallery’s Board is to oversee the acquisition of artwork and to prudently manage its bequests and investments for the benefit of the Gallery and Bendigo generally. In addition, the Bendigo Art Gallery Foundation was established in 2008 for the purpose of the Board fund-raising to assist with the purchase of art and selectively contributing to various aspects of the Gallery’s operation and development in line with the objectives of the Foundation.


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Economic Impact Studies commissioned for Bendigo Art Gallery in recent years have consistently concluded that the net economic contribution of the Gallery to our regional economy typically exceeds about $18 million each year. There are seven full-time staff, eight part-time staff and “as required” casuals employed at Bendigo Art Gallery. Casual staff are often employed during major exhibitions on short term tenure. In addition there are more than 100 volunteers helping operate the Gallery - their contribution is incredibly valuable and appreciated. Key Achievements in 2014/15

Together with consistently displaying major elements aspects of its permanent collection, Bendigo Art Gallery delivered nine temporary exhibitions across its two venues (Bendigo Art Gallery and Post Office Gallery) which were generally popular and drew steady visitation. The relatively new building extension and new underground collection store has provided staff with much greater opportunities and efficiencies to provide greater access to the permanent collection than what was possible in the past.

Attendances were higher than the previous year rising from approximately 130,000 in 2013/14 to approximately 145,000 in 2014/15;


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The Education and Public Programs delivered by the Gallery were a highlight for the financial year once again. Bookings, functions and hire of the Gallery was very much back on track from the previous (building/construction) year with better access to spaces and less restricted hours for the gallery café; and

Bendigo Art Gallery and the Post Office Gallery offered a diverse range of artistic programs throughout the 2013/14 financial year – exhibitions included: The Body Beautiful in Ancient Greece From the British Museum, London 2 August - 9 November 2014 Undressed: 350 years of underwear in Fashion From the Victoria and Albert Museum, London 19 July – 26 October 2014

Crime and punishment: a history of Bendigo's law and order

22 August - 30 November 2014

Ben Quilty 12 December – 1 March 2015 Going Solo Program - The Artificial Kingdom: Carolyn Dew December 2014 – February 2015 Paul Guest Drawing Prize 2014 15 November – 26 January 2015

Bendigo enlists: the First World War 1914 - 18

11 December 2014 - 21 June 2015

Remain in Light: Photography from the MCA Collections 21 February – 19 April 2015 Imagining Ned 28 March -28 June 2015

General Comments

In terms of the growth of the Bendigo Art Gallery art collection in 2014/15, artworks valued at over $150,000 were acquired by the Gallery Board through purchases from its major bequests and gifts particularly from donors under the Federal Government’s Cultural Gifts Program. This represents a significant contribution to the Greater Bendigo community. At the point of acquisition, these artworks are transferred by the Board to the ownership of the City of Greater Bendigo;

The Board also contributed $250,000 towards our operating budget through their fundraising efforts to support our major exhibitions program;

The Gallery has increased and now maintains a paid-up membership of 1,427 persons and 66 education school members;

http://www.bendigoartgallery.com.au/Exhibitions/Post_Office_Gallery_Exhibitions/Crime_and_punishment_a_history_of_Bendigos_law_and_order

http://www.bendigoartgallery.com.au/Exhibitions/Post_Office_Gallery_Exhibitions/Bendigo_enlists_the_First_World_War_1914-18


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Over 100 volunteers assisted the Gallery and Post Office Gallery throughout the year; and

Media and publicity was sustained and regular listings and references to exhibitions were evident in The Age, The Herald Sun, The Australian, on television and radio and various tourism publications. Key events which attracted national press included the two international exhibitions - The Body Beautiful in Ancient Greece and Undressed: 350 years of underwear from the V & A collections.

The Bendigo Art Gallery operated seven days a week for the first part of the financial year but from March 2015 moved to a six day per week operation which will the reviewed in the coming months. The reason behind this was to provide extra time for cleaning and maintenance for the newly expanded spaces and also because the Gallery is generally quiet on Mondays relative to being relatively busy later in the week and weekends. Bendigo Art Gallery 2014/15 budgeted operational net cost was $1,754,418. Its end of financial year net cost result however was $1,852,887. Expenditure totalled $4,010,628 whilst income totalled $2,157,741.

It is important to note that reasonable fluctuations in net cost can and do occur each year depending on the scale, nature and timing of exhibitions, associated costs, grant and sponsorships, ticket revenues and tourism fluctuations. In the last ten years, Bendigo Art Gallery has operated under budget on seven occasions, and over budget on three occasions.


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Future Challenges and Directions The challenge remains for Bendigo Art Gallery to maintain its strong national profile. Regional galleries across Australia are endeavouring to emulate Bendigo’s success. Whilst on the surface this is flattering, it is nonetheless very challenging in the face of unrelenting competition. Some of the key management principles and policy pursuits underpinning the current operations and future planning for Bendigo Art Gallery include:

There are several major exhibitions currently in the planning pipeline and these will be progressively announced over the next year. The Victorian Government continues to demonstrate a strong commitment to support and collaborate with many of these exhibitions;

Continue to offer a diverse and varied program that showcases exhibitions of national and international significance;

Maintain our profile of the Gallery nationally and internationally by creating an iconic destination and visitor experience;

Continue to build upon the permanent collection with a particular focus on contemporary visual art; and

Continue to develop a stronger education and academic sector partnership with La Trobe University.

RECOMMENDATION

That the Greater Bendigo City Council acknowledge the performance of the management, staff and numerous volunteers of Bendigo Art Gallery for the 2014/15 year and the gallery’s significant on-going social, promotional, cultural and economic contribution to our region.


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4.5 ANNUAL SUMMARY OF OPERATIONS: BENDIGO AIRPORT 2014/15


Authors Phil Hansen – Manager, Bendigo Airport Rachel Lee – Manager, Major Projects Stan Liacos – Director, City Futures Responsible Stan Liacos – Director, City Futures Director

Summary/Purpose

The purpose of this report is to provide a summary of the operation of Bendigo Airport for the 2014/15 financial year.

Policy Context

2.1 To maintain the unique character of Greater Bendigo, Council delivers major projects that accommodate the growing population and diversifies the economy

2.1.4 Progress the expansion and upgrade of the Bendigo Regional Airport

Background

Bendigo Airport is managed by the City of Greater Bendigo and is located four kilometres north-east of the Bendigo City Centre. The airport was constructed in 1970 and the main runway asphalt sealed in 1976, initially designed largely for recreational aircraft users only. The airport is now a modestly sized “regional airport” providing the following services:

Victorian Government Air Ambulance Regional Base

Victorian Government Regional Base for Fire Emergency Activities (seasonal)

Charter aircraft

Flying training

Private aircraft operations (recreational and business)

There are currently 36 tenants with over 60 aircraft based at the airport amounting to an estimated 30,000 aircraft movements per annum.


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The City of Greater Bendigo employs an in-house Airport Manager to monitor, plan and administer the operation of the airport. In this role, the manager is supported by a range of colleagues that provide support through the provision of maintenance services, management oversight, safety inspections etc. Major Achievements for 2014/15 Major initiatives and achievements for the last financial year include:

Successful funding submission for the long-awaited redevelopment and expansion of

Bendigo Airport (Stage 2) – i.e. $15 million attracted now from all three levels of

government ($5 million each) – a major coup;

Receipt of statutory planning approval for the redevelopment project – after some four

years of complex work;

Attraction of $966,000 funding support from the Victorian Government’s Office of

Living Victoria for a “Whole of Water Cycle Management Showcase Project” – nearly

complete;

Management of all site leases successfully transferred to the Major Projects Unit

(which includes Airport Management) from our Building and Property Unit – enabling

the airport to assume accountability for its operation;

Continued annual increase in the number of constructed aircraft hangar/facilities at

the airport – refer below;

Continued increase in the rental/lease income stream generated from site leases;


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Note: Various Emergency Services facilities (Victorian Government) at the Airport do not pay rent

A decrease in the annual net cost of operating the airport.

The 2014/15 net cost of $205,603 comprised expenditure of $313,102 less income of $107,499. This was marginally below the budgeted figure of $209,665.


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Current or Emerging Challenges

Current of emerging challenges include:

Maintaining current operations (with substandard failing infrastructure) until the new

runway is developed;

Managing the process of preparing the airport from a “Registered” Airport with the

Civil Aviation Authority (CAA) to a “Certified” Airport with the CAA in readiness for

higher-order Regular Public Transport (RPT) operations post new runway

construction;

Finalisation of stringent planning and environmental approvals necessary for Stage

Two construction works to commence;

Finalisation of an Aircraft Parking Policy needed to manage increasing operations at

the airport;

Attracting the necessary finance to enable the development of the proposed Business

Park (Stage 3) in the near future;

Continued attraction of new investment at the airport – including new tenants, new

hangars, new businesses etc.; and

Delivering a substantial major project of approximately $15 million in scale – a major

undertaking for the organisation’s Major Projects Team.

Water Recycling Project Works are currently progressing on a showcase project at Bendigo Airport that incorporates “best practice” stormwater management by capturing, treating and recycling some 110 hectares of water drainage run-off. This will give the airport the ability to improve local amenity through irrigated landscaping and returning higher quality water to downstream ‘communities’ to the north of the airport. Harvested stormwater will be used at the airport for gardens and toilet flushing, substantially reducing potable water use. This project also mitigates urban flooding, significantly reducing peak flows during and after storms. The project is being overseen by the City which has received $966,985 support from the Victorian Government for the project.


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RECOMMENDATION

That the Greater Bendigo City Council acknowledge the continuously improving operations, professionalism and increased investment levels attracted to Bendigo Airport in recent years and the functions the facility performs in our regional economy and community.


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4.6 ANNUAL SUMMARY OF OPERATIONS - BENDIGO AND HEATHCOTE TOURISM VISITOR INFORMATION CENTRES 2014/15


Authors Nicole Pretty – Visitor Services Manager Kathryn Mackenzie – Manager, Tourism Responsible Stan Liacos – Director, City Futures Director

Summary/Purpose

The purpose of this report is to provide Council and the community with a summary of recent achievements at the Bendigo and Heathcote Visitor Centres and an outline of key management policy pursuits currently guiding the operation and on-going development of these important Council-owned and operated facilities.

Policy Context

Council Plan Reference: Strategic objective 3.4 Greater Bendigo is a drawcard for visitors. 3.4 The reputation, profile and attraction of Greater Bendigo and the region are further

enhanced through effective promotion.

3.4.1 Develop and implement a range of new strategies that will highlight Bendigo’s potential to benefit from digital tourism opportunities.


The City of Greater Bendigo operates two quality visitor information centres – the Bendigo Visitor Centre and the Heathcote Visitor Centre. Both are highly regarded community facilities operated by our Tourism Unit with a small group of staff and over 100 volunteers.

Report

Key Achievements – Bendigo Visitor Centre (BVC) in 2014/15

An estimated 114,000 visitors using our visitor centre and associated special visitor

booths in 2014/15 which represents another solid annual increase;


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Sustained total gross sales generated by the Centre (i.e. accommodation bookings,

retail sales, ticketing etc.);

Created a new corporate gift range for the Uniquely Bendigo outlet in the Centre, which has proven popular for delegate and speaker gifts. Working with local wine, food and packaging suppliers to offer more uniquely Bendigo products.


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Created a new “Bendigo destination” range of giftware and souvenirs utilising local suppliers for design and manufacture. Incorporating a range of Bendigo Tourism members and non-traditional tourism suppliers offering collaboration and new income streams for all stakeholders;

Our volunteer programs were reviewed and continued to be benchmarked highly against national standards;

Continued to diversify the volunteer team with specialised roles to exceed visitor expectations including the introduction of a new Volunteer Tour Guide Team and a larger Special Events Team to address the visitor servicing needs that accompany large Bendigo Art Gallery exhibitions and other Bendigo major events in Greater Bendigo;

In collaboration with local Food Fossickers group, developed a walking tour named Food Fossicking Tours Bendigo. Engaged and trained a team of local community members as volunteer tour guides. Incorporated local providores, creating an engaging, unique taste experience whilst offering a new commercial stream for the industry and visitor centre;

Developed a new community ticketing service that meets a market need for online-only ticket sales. Offering a previously untapped income stream and ability to enhance the visitor experience by coordinating all of their needs in one contact;

Supported a local festival and restaurant to develop a new Bendigo product, Bendigo Blues Tram & Underground Banquet, in conjunction with Melbourne Food & Wine Festival - sold out first event;

$2,080,000 in gross sales from face-to-face, telephone or on-line bookings, with more than $1,800,000 directly injected into the local tourism accommodation, attraction, tour operators, artists and producers;

85 volunteers from the local community were engaged providing a significant service to Council and the community;

More than 16,000 telephone calls into the centre originating from 51% local, 24% Melbourne, 19% other Victoria and 5% interstate. More than 11,000 outgoing calls to operators and visitors totalling 27,000-plus in total telephone calls;

Supported emerging artists in a professional environment that offers commerciality to encourage them to continue to pursue their craft. Developed a recognisable “Living Art Space” brand and attracted 23,260 locals and visitors to the four exhibitions held throughout the year;

Volunteer Ambassadors continued to meet specific train services into Bendigo, attended over 16 major events delivering visitor information, and regularly serviced over 80 local retail, attraction and tour tourism members across central Bendigo with key brochures and updates.


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Key Achievements – Heathcote Visitor Centre (BVC) in 2014/15 include: Became an accredited V/Line ticket sales agent, providing a much needed local

service. A computerised ticket machine has been installed providing a streamlined

and professional service and offering an additional income stream;

Development of a Volunteer Ambassador team that provides a regular service to

Heathcote Tourism and Development members delivering maps and brochures;

A 14% increase in the number of visitors using the Centre in the past 12 months;

A significant 64% increase in gross retail sales handled in the Centre.

Volunteer Ambassadors providing regular service to Heathcote Tourism and

Development members delivering maps, brochures and Official Visitor Guides;


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Hosted Heathcote visit by then Deputy Premier Peter Ryan where the official

community announcement of natural gas for Heathcote was made;

Professional development of retail merchandising, overall store layout, internal

signage and product development has contributed to increased souvenir and gift

sales;

Successfully audited as part of City of Greater Bendigo recertification for Australian

Safety Standard AS4801.

Provided a ticketing service for local events such as the Spanish El Rocio Festival. Offering a free ticketing service for the Engine Room productions in Heathcote in conjunction with Capital Venues and Events;

Temporary visitor booth at the Heathcote Wine & Food Festival, promoting Heathcote to increase yield, length of stay and encourage return visitation;

New LED lighting was installed in the Centre improving environmental sustainability

and reduced energy costs;

Continued Recreational Vehicle (RV) Friendly Town accreditation, which assists with

marketing Heathcote to RV visitors;

Engaged 22 local community volunteers that have contributed over 6,000 hours of

invaluable service for the year;

Heathcote Visitor Centre served visitors from 1,441 phone calls received;

Conducted volunteer monthly meetings and regular familiarisation trips to local

attractions, wineries and accommodation operators. Specialised training provided

on Wine Tourism tailored to the Heathcote region to increase volunteer wine

knowledge;

Ongoing collaboration with Bendigo Visitor Centre Accommodation Booking Service

to provide accommodation options at times when Bendigo accommodation is at

capacity;

Improved winery display to showcase the Heathcote Region Cellar Doors with

opening hours ;

Continued support to the Heathcote Tourism and Development Group.


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Resources – Bendigo and Heathcote Visitor Centres

Council contributed $707,087 (net cost) to the operation of the Bendigo and Heathcote Visitor Centres. Council’s contribution enables an operation that is seven days a week 364 days a year; running numerous visitor and community service programs; resourcing over 100 volunteers; and the encouragement of many tens of thousands of visitors to consider or increase their purchase of accommodation, attraction and tour bookings. To support the operation of the Bendigo Visitor Centre and its programs, seven FTE staff are employed to administer the Bendigo Visitor Centre and cover a seven days a week roster, which is further supported by 85 volunteers. Heathcote has one FTE staff member, with 25 volunteers. Casual staff are also used from time-to-time in the Bendigo centre to help manage peak workloads, annual leave periods, special events etc. Income 2014/15 ($) Accom. bookings/special event ticketing / commissions 157,297 Merchandise sales 308,735 $466,032 Expenditure 2014/15 ($) Visitor Services wages/salaries (includes on costs) 659,289 Bendigo and Heathcote operational expenses 401,446 Total internal charges 172,384 1,173,119 Net Cost $707,087

The 2014/15 financial year net cost result of $707,087 reflects the extensive visitor servicing programs which engage over 100 volunteers across both the Bendigo and Heathcote Visitor Centres who assist in delivering positive and personalised experiences for visitors and locals. This reflects an increase of only 1.82% for the year. In 2013/14, the net cost of operating both Visitor Centres was $694,382. In 2012/13, the net cost of operating the two Visitor Centres was $769,523. In 2011/12, the net cost was $736,233. The Visitor Centre staff and volunteers continue to serve well in maximising revenue streams and serve high number of customers/visitors, whilst at the same time keepingannual net cost increases well below inflation levels.


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Current or emerging challenges for both the Bendigo and Heathcote Visitor Centres

Encouraging more local tourism operators to bundle their accommodation with a range of experiences and work co-operatively with the Marketing and Visitor Services teams to build economic yield;

Encouraging operators to better understand the commission structures and integrate these into their tariffs to ensure consistency of pricing across all online platforms;

Remain technologically ahead of external online competitors to ensure our systems meet consumer expectations;

National Volunteering sector trends suggesting on-going regular volunteer commitments are reducing in favour of more once off volunteering (e.g. events and campaigns) – this trend is beginning to impact adversely on our operations, efficiency and service delivery;

Engaging through social media to improve our service delivery and engage new (younger audiences) through the various visitor experiences offered at the Visitor Centre;

Preparing and educating our local tourism industry accommodation sector around tourism travel trends, servicing niche sectors such as cycling and how to diversify their product to suit visitor expectation;

Responding to ever-increasing visitor expectations;

Demonstrating the value and importance of both Centres to their respective local communities and local tourism industry and what it delivers to our regional economy;

Current or emerging challenges specifically for the Heathcote Centre include:

Demonstrating the purpose of the Heathcote Visitor Centre to the local community and tourism industry and the value it delivers to the local and regional economy;

Attracting and retaining quality skilled volunteers;

Maintaining quality service levels across 7 day a week service delivery with limited

staff supervision;

Lack of Free Wifi in Heathcote;


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Increasing need for accurate walking/cycling track brochures across the region;

Management and Policy Directions – Bendigo Visitor Centre Some key management principles and policy pursuits underpinning our current operations and planning include:

Maximising commercial opportunities whilst still offering a traditional and professional approach to personalised customer service;

Increasing local community patronage of the Centre through the Post Office Gallery and Living Arts Space and retail concept store, Uniquely Bendigo. (note: our high extent of VFR - Visitors of Family and Friends market – approx 45% of total visitors to Bendigo);

Embracing technology to deliver value added visitor experiences through the Bendigo Visitor Centre, prior to arrival, during and after visitors have returned home;

Customer focussed delivery – our Visitor Centre programs and operations are responding to increased visitor needs and expectations off site from the centre;

Consistent need to recruit, retain and train a base of passionate volunteers to respond to a range of visitor servicing requirements, offering a broader range of roles to engage new audiences;

Maximising opportunities with major events to leverage greater economic yield to the region;

Maintaining a closer working relationship with our tourism industry members to better assist the development of the tourism industry across the region; and

Actively supporting other Visitor Information Centres in the wider region (outside Greater Bendigo).

Management and Policy Directions – Heathcote Visitor Centre Continue to support Heathcote Tourism and Development in the delivery of

membership benefits through Heathcote Visitor Centre and the implementation of

Tourism Action Plan;

Encourage operators to fully utilise social media platforms;

Provide specialised training to volunteers in delivering quality customer service in line

with the changing expectations of consumers;


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Continue to expand volunteer knowledge of local attractions, retail and

accommodation;

Demonstrate the key brand strengths of the region in the Visitor Centre;

Establish an updated suite of brochures for the Heathcote region;

Continue to source new local suppliers of retail stock to sell in the Visitor Centre;

Heathcote and Bendigo Visitor Centres working more co-operatively on a range of initiatives such as website, regional promotions, volunteer policies and merchandising;

Customer focussed delivery – our Visitor Centre programs and operations are responding to increased community and visitor needs and expectations;

Embracing technology to deliver value added visitor experiences through the Heathcote Visitor Centre;

Continuing to build on retail opportunities to better showcase and sell locally made arts, crafts and produce and introducing an exclusive retail range at the Heathcote Visitor Centre for locals and visitors to enjoy;

Continue to provide volunteer training and familiarisation opportunities to enable

skills and knowledge to be enhanced; and

Maintaining a closer working relationship with our tourism industry members to

better assist the development of the tourism industry.

RECOMMENDATION

That the Greater Bendigo City Council acknowledge the performance of the management, staff and over 100 volunteers in the provision of service and outcomes of the Bendigo and Heathcote Information Visitor Centres in the 2014/15 financial year and applaud their on-going significant contribution to our regional community and economy.


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4.7 ANNUAL SUMMARY OF OPERATIONS - MAJOR EVENTS UNIT 2014/15


Authors Terry Karamaloudis – Manager, Major Events Stan Liacos – Director, City Futures Responsible Stan Liacos – Director, City Futures Director

Summary/Purpose

The purpose of this report is to provide Council and the community with a summary of recent work and achievements by our Major Events Unit and an outline of key directions and challenges currently influencing the team’s work.

Policy Context

3.3 Greater Bendigo is a community that values its heritage, arts facilities and major events and supports arts and cultural experiences. 3.3.2 Attract, retain and develop Major Events that deliver substantial economic, promotional and social benefits for Greater Bendigo

Background

Our Major Events Unit comprises 7.6 staff (EFT) with their mission being to develop, attract, deliver or help deliver and retain major and community based events within Greater Bendigo. The objective of doing so is to foster economic development, promote Greater Bendigo and engender local civic pride and a positive community spirit. Key Achievements in 2014/15 Supported 91 “major” events (see attached list) which represents yet another major

annual increase;


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An estimated local economic impact of these events of $23,942,000;

Source: REMPLAN Model (Compelling Economics)

An event participation of 143,660 people (note: does not include spectators and

supporting crews);


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Note: It is important to stress that this is not an exhaustive list and account of substantiative events in Greater Bendigo. It is only an account of events that to varying degrees enjoy involvement from the Major Events Unit. It does not include events delivered by Bendigo Art Gallery; Capital Venues and Events; numerous community groups and other organisations (private, public and not-for-profit) across Greater Bendigo; and the Bendigo Easter Festival.

The work of the Unit mainly focusses on: Events attraction and retention

Events sponsorship

Events support and advice

Events delivery and management (in a few instances)

The Unit is performing well in the fulfilment of its mission.


The Unit’s budgeted operational net cost in 2014/15 was $ 1,724,998 (revenue of $321,209 and expenditure of $2,046,196). The end of financial year actual net cost was $1,804,849 (revenue of $212,682 and expenditure of $2,071,531). This compares with figures of $ 1,568,012 (budget) and $1,461,894 (actual) respectively for the previous 2013/14 financial year. Comparisons with earlier years are not practical given that the Unit was previously disaggregated across the organisation prior to 2013.


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Policy Directions and Challenges Pertinent matters currently influencing the work of the Unit: A heavy emphasis (bias) on supporting events that generate local economic gain

and/or profile for Greater Bendigo;

Minimisation of cost to the community;

Attraction of financial support, revenue streams and sponsorships; and

Efficient and supportive event management and support.

On-going challenges for the Unit include: Stiff competition from other places in Victoria and at times Australia

The increasing transfer of costs from event logistic providers (including in-house

providers);

Difficulties in attracting and sustaining some corporate sponsorships given the

constraints of operating within a public sector environment;

Escalating hire fees from venues and facilities that we do not directly control; and

A heavy workload for staff for most of the year.

RECOMMENDATION

That the Greater Bendigo City Council acknowledge the performance of the management, staff and volunteers of the Major Events Unit and their contribution to the economic, promotional and community wellbeing of Greater Bendigo.


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EVENT NAME

AARCMAC 1/10 Electric On Road Victorian Titles

Groovin the Moo

Acquired Brain Injury Conference

Heathcote Food & Wine Festival

AFL NAB Cup Challenge

IPAA Regional Summit

Agribusiness Conference

ITTF Oceania Cup

All Things Bendigo

ITTF Oceania Para Championships

Alpaca Show & Sale

Jayco Herald Sun Tour

Australian Country Cricket Championships

Jetts Adventure Race

Australian Futsal Association National School Championships

Mad Hatters Picnic

Australian Goldfields Open

Midwifery Conference

Australian Poll Dorset Championships

Mother’s Day Classic

Australian Sheep & Wool Show

Municipal Workers Association

Baseball Victoria – Premier League Round

National Beef Show

Baseball Victoria U12 State Winter Championships

National Galleries Summit

Basketball Victoria Country Club Championships

Native Plants Seminar

Basketball Victoria Country U12 Championships

Netball International Test Match – Aust v England

Basketball Victoria Country U16, 18 & 20 Div 3&4 Championships

Oktoberfest

Bendigo Bank Fun Run

Paramedicine Conference

Bendigo Bank Winter JT & AMT

PGA Bendigo Pro Am

Bendigo Beer Festival

PGA Legends Pro A (Heathcote)

Bendigo Blues & Roots Festival

R&B Hobbies Bendigo Classic

Bendigo Boys FC

Rod, Stock & Custom

Bendigo Craft Beer & Cider Festival

Rotary 9810

Bendigo District Cycling Club Christmas Carnival

Rotary 9820

Bendigo Fashion Festival

Rural Health Awards

Bendigo Hawks Aquatic Swim Meet

School Sport Australia 12&U Soccer Championships

Bendigo Heritage Uncorked

Scots Day Out

Bendigo International Madison

Skate Victoria Roller Derby

Bendigo On The Hop

Special Olympics Victoria State Games

Bendigo Record, Comic & Toy Fair

Sport in Regional Australia Conference

Bendigo Spirit

TedX

Bendigo Writers Festival

Tennis Australia Silver AMT event

Bendigo’s Longest Lunch

Tennis Victoria Platinum AMT

Birdsville Reunion Races

Tennis Victoria U12-18 Association Regional Challenge

Blokes Biggest Lunch

Tre-X Australian Cross Triathlon Championships

Bowls Victoria State Champions Week

Vic Association of Photographic Societies Conference

Chrysler MidState Mopars

Vic Teachers Games

CWA State Conference

VicSport CEO Conference

Cycling Victoria Schools BMX Finals

Victorian Club Team Road Championships

Cycling Victoria Schools Mountain Bike Finals

Volleyball Victoria Country Championships

Cycling Victoria Schools Road Finals

VRA Queens & Symes Prize

Darts Victoria Open

Water Industry Operators Conference

Drill Dancing Australia National Championships

Weet-Bix Kids TRYathlon

Festival of Light

WM Loud Pro Tour Women’s Challenger events 1

Fire Brigades Championships

WM Loud Pro Tour Women’s Challenger events 2

Goldfields Regional Training Camp

WNBL Spring Shield

Gridiron Victorian VicBowl


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4.8 BENDIGO SMALL BUSINESS FESTIVAL 2015


Authors Peter Jeffery, Business Development Manager (EDU) Brian Gould, Manager - Economic Development Responsible Stan Liacos, Director - City Futures Director

Summary/Purpose

The purpose of this report is to provide Council with a summary of the recent Bendigo Small Business Festival held in association with the Victorian Government sponsored Victorian Small Business Festival.

Policy Context

Council Plan References:

4.1 Council fosters business and industry growth. 4.2.2 Foster new industry and business initiatives through business, agricultural and industry events. Economic Development Strategy Reference: 5.3 Business Support and Investment Attraction.


The Victorian Small Business Festival is a State Government initiative that promotes a series of independently run events, workshops and seminars across Victoria offering a range of support avenues for small business during the month of August each year. This year was the first time that the City’s Economic Development Unit (EDU) had formally partnered with State Festival officers to assist with the program’s delivery. The responsibility of a Festival Partner is to identify and coordinate local individuals or entities who wish to host appropriate events, workshops or seminars and to then promote these events to their local business community. This report aims to outline the generally successful approach adopted by the City’s EDU as a Festival Partner this year and to highlight some pertinent outcomes for the information of Councillors and the community.


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Report

Background A review of last year’s Small Business Festival provided by the Victorian Government identified some strong trends that were taken into consideration when preparing for this year’s program. It was identified that the most preferred communication method for small business was digital correspondence i.e. facebook, email etc., influencing the EDU’s approach towards a local marketing campaign this year. Other important considerations included events run at convenient times for business owners and a variety of event topics focused on stimulating new customers. It was also identified that the average festival attendee was typically female, between 30 - 59 years of age, passionate about their business and typically working 50+ hours per week. The EDU started developing this year’s festival program by identifying appropriate ‘hosts’ to deliver local events, initially attracting 41 expressions of interest. Twenty seven (27) events were selected considering their ability to inform small business owners, managers, staff or someone considering starting or growing a small business, including four events that had already planned by the Victorian Government. See attached list of events (summary only). A local marketing plan focused on driving facebook followers to the Bendigo Small Business Festival page which was primarily achieved by carefully selecting and promoting engaging content albeit with a small budget. Event bookings were available from the Victorian Government’s festival website which linked with a range of digital marketing as well as traditional media tools. The events The unveiling of a special “Faces of Small Business” outdoor installation at the Bendigo Railway Station by Small Business Victoria and the Mayor marked the launch of the 2015 Bendigo Small Business Festival on 30 July. The City’s Economic Development Unit coordinated the launch and delivered a further three events for the festival that provided attendees with practical business development advice including:

1. ‘What makes Bendigo retail customers tick’

2. ‘How to get and keep great customers’ and;

3. ‘Six steps to grow your business’.

To complement these topics, the City’s Tourism Unit presented three retail focused events comprising two workshops and a feature presentation from the Australian Retailers Association. Other events covered a variety of topics including on-line marketing, retail advice, juggling work/life balance, social media and networking. The festival concluded on 27 August with a presentation from Naomi Simson, founder of Red Balloon and judge on Network Ten TV show ‘The Shark Tank’ attended by over 150 people.


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Outcomes and feedback The outcomes and feedback from the festival met expectations and in some cases well exceeded them - 202 social media posts developed to promote the Bendigo Festival reached approximately 200,000 individuals. Facebook activity peaked at the start of August and accumulated 4,955 counts of engagement (when someone opens or responds to a message). Newspaper advertising consisted of a full page advertisement and a quarter page event listing in both the Bendigo Advertiser and Bendigo Weekly newspapers complimented by a variety of editorial interviews and articles. The number of page followers attracted on social media was one of the EDU’s primary goals set at the start of the promotional campaign. Total followers reached 1,270, exceeding initially set targets. Another goal of the Bendigo Small Business Festival was to attract over 600 attendees to all events held in Bendigo during August. In the end, over 1,000 people attended, which we consider a very good result. Victorian Government survey results (available upon request) have recently been provided to the City and indicate attendee satisfaction levels above the Victoria wide average. The quality of local events, in particular the calibre of presenters, rated well above the average across the State too.

Conclusion

This year’s marketing efforts for the Bendigo Small Business Festival successfully engaged the business community’s awareness of the 27 events conducted throughout August. This communication also helped raise awareness of Council’s commitment to support the local small business community. Our mission is to build on the initial success and momentum and develop the festival concept further next year and beyond. In terms of resource implications, the EDU received $15,000 in funding from the Victorian Government to support the initiative.

RECOMMENDATION

That the Greater Bendigo City Council acknowledge and commend the conduct of the 2015 Bendigo Small Business Festival and encourage it to take place on an annual basis.


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Sustainability - Reports 150 Ordinary Meeting - 04 November 2015

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5. SUSTAINABILITY

Nil.

Leadership and Good Governance - Reports 151 Ordinary Meeting - 04 November 2015

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6. LEADERSHIP AND GOOD GOVERNANCE

6.1 CITY OF GREATER BENDIGO ANNUAL REPORT 2014/2015


Author Dr Lyn Talbot, Corporate and Community Planner Responsible Prue Mansfield, Director Planning and Development Director

Summary/Purpose

The purpose of this report is to provide the opportunity for Council to consider the City of Greater Bendigo 2014/2015 Annual Report.

Policy Context

This City of Greater Bendigo Annual Report covers the period from 1 July 2014 to 30 June 2015. Preparation of an Annual Report is a requirement of the Victorian Local Government Act 1989 but it also provides an opportunity to communicate internally and externally, with staff, community, government and industry stakeholders regarding the roles, functions and achievements of the City of Greater Bendigo in the preceding year. Sections 131 and 133 of the Local Government Act states that a Council must prepare an annual report for each financial year that includes:

Report of Operations of the Council

Audited Performance Statement

Audited Financial Statement These three documents have been combined to form the new-format City of Greater Bendigo Annual Report for 2014/2015.


In the 2014/2015 year Local Government Victoria implemented a series of changes that set out the specific content requirements for the Annual Report that will enable comparison on a large number of standard content items between all councils in Victoria and ensure each council meets or exceeds Victorian Government (VAGO) audit requirements. The changes include reporting on the Local Government Performance Reporting Framework (LGPRF) indicators for the first time. Best Practice Guides using standard reporting formats have been developed to guide councils during the process of change. The Report of Operations of the Council contains the following;

A statement of progress in relation to major initiatives;


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A description of Council’s operations;

Results against prescribed LGPRF service performance indicators;

Results of the LGPRF Governance and Management Checklist;

A review of performance against the Council Plan actions;

Services funded in the budget and members /sectors of the community who receive these services;

Major capital expenditure, changes and achievements;

Results against the City of Greater Bendigo Strategic Indicators; and

Other material relevant to Council activities and community interest.

The Audited Performance Statement contains:

A description of the municipal district;

Results against LGPRF prescribed service performance outcome indicators and measures;

Results against LGPRF prescribed financial performance indicators and measures;

An explanation of any material variations between results (where available, because these are transitional reports in a new format);

Results against LGPRF prescribed sustainable capacity indicators and measures. Audited Financial Statement

This statement meets new LGV format requirements, but is similar in content to the Financial Statement that been a standard component of the Annual Report.

Report

The Annual Report highlights the major achievements of the 2014/2015 year, but also has a focus on telling the story of the City's operations throughout the year. It reports to Greater Bendigo residents and the wider community what has been done in order to meet Strategic Objectives, strategies and actions that were set down in the Council Plan for the year. The Annual Report also documents evidence of performance against the State Government Community Satisfaction Scorecard and the Liveability Indicators (Strategic Indicators) that have been set out in the Council Plan for the same period. It celebrates the achievements and successes and explains why some things have not been achieved.


Internal Consultation: Cross-organisational collaboration has supported the development of the Annual Report. Regular data collection, as part of the LGPRF reporting requirements, has provided the core content. The detail for the various written sections has largely been sourced from existing documents already made available to the public, such as press releases and quarterly Council Plan reports to Council. The Communications Unit has sourced the relevant photos from its repository.


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Senior staff members have had the opportunity to review the content relevant to their area and to make recommendations for any necessary changes. The LGV Best Practice Guides have been used as the basis for the format and content of the entire document. Members of the Audit Committee had the opportunity to review the draft Financial Statements, the draft Standard Statements and the draft Performance Statement for the 2014/2015 financial year for submission to the Auditor General. The Performance Statement has been certified by the Principal Accounting Officer, Chief Executive Office and 2 Councillors (at Audit Committee) before this council meeting. Following recommendation by the Audit Committee, these statements have been incorporated into this draft of the Annual Report for consideration by Council at the Regular Meeting on November 4 2015. External Communication: Following adoption by Council and preparation of the final formatted document, residents will be informed by public notice of the Annual Report's preparation and availability for inspection. This year there will be a public presentation of the highlights of the year, and a summary will be made available to the public via the print media and a video presentation. Copies of the Annual Report will be available via the City's web page and a hard copy or electronic copy will be available to interested organisations and members of the public on request. Priority/Importance: To meet legislative requirements the Annual Report, including audited financial statements and reports against LGPRF indicators and outcomes, must be completed and supplied to the Minister for Local Government within three months after the end of the financial year reported on. It was anticipated that the Annual Report would be considered by Council at their regular meeting on September 16 2015. However, after this meeting had to be abandoned due to disruption from the public gallery, Council sought an extension of one month to the submission date from the Minister for Local Government, which was subsequently granted.


Printing and layout of the Annual Report and relevant advertising are provided for in the 2014/2015 Council budget.


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Conclusion

The City of Greater Bendigo 2014/2015 Annual Report has been prepared and is submitted according to the requirements of the Local Government Act 1989, and within the altered timeframe approved by the Minister for Local Government.

Attachments

Annual Report 2014/2015

RECOMMENDATION

That the Greater Bendigo City Council acknowledge that the City of Greater Bendigo 2014/2015 Annual Report has been formally considered.


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6.2 COUNCILLOR CONDUCT PANEL DECISION


Author/ Peter Davies, Manager Executive Services Responsible Officer

Summary/Purpose

The purpose of this report is to table the Report of the Councillor Conduct Panel.

Policy Context

Council demonstrates leadership in its decision to meet future needs and challenges.


An application for a Councillor Conduct Panel was made under Sections 81B(1)(c), 81B(2) and 81B(3) of the Local Government Act. Hearings were undertaken by the Conduct Panel in accordance with 81H and 81I of the Local Government Act on 3 June 2015 and 9 October 2015. . The decision of the Panel was received by the Registrar and the parties to the Panel Hearings on 27 October 2015. In accordance with Section 81M(2), the decision must be tabled at the next Ordinary Meeting of Council and recorded in the Minutes of that meeting. In accordance with Section 81M(1) of the Local Government Act, the Conduct Panel must give a copy of the decision to: (a) the Council; (b) the parties to the matter; (c) the Minister. If there is a finding of misconduct against a Councillor, the Panel may: (a) Reprimand that Councillor; or (b) direct the Councillor to make an apology in a form or manner determined by the

Panel; or (c) direct the Councillor to take of leave of absence for a period specified by the Panel,

not exceeding two (2) months, commencing on a date specified by the Panel. If a Councillor is required to take leave of absence, the Councillor:


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(a) May continue to be a Councillor, but must not perform the duties or functions of a Councillor during the period of leave;

(b) remains entitled to receive a Councillor allowance, unless the Act otherwise provides;

(c) is not entitled to be reimbursed for out-of-pocket expenses, during the period of leave;

(d) must return all Council equipment and materials to the Council for the period of leave, if the Council requires.

Report

The copy of the Conduct Panel Decision is being given to Council by way of tabling the report before this meeting of Council. A copy of the Decision has been made available for each Councillor to read. At the conclusion of the Panel process, the Conduct Panel Registrar must seal the records of the Panel and provide them to the Chief Executive Officer. The records have been provided to the CEO in a sealed container.


Council is required to meet the cost of the Councillor Conduct Panel and the cost of the Panel Members’ time and expenses. The full cost is not known at this stage. The fee for the Conduct Panel Chair is $850.00 per day and the Governance Member, $750.00 per day.

Conclusion

The Council has no options other than to table the decision and make a record in the Minutes to this effect, as this is a requirement of the Local Government Act under Section 81M(2).

PROCEDURAL MOTION

That Council acknowledge the tabling of the Decision of the Councillor Conduct Panel dated 25 October 2015 and that the tabling of the Decision be recorded in the Minutes of the Meeting.


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6.3 COUNCIL MEETING DATES 2015/2016


Author Peter Davies Manager Executive Services Responsible Craig Niemann, Chief Executive Officer Officer

Summary/Purpose

The purpose of this report is to put forward proposed Council Meeting dates for 2016 (to 12 October 2016) and amend the remainder Council Meeting dates for 2015.

Policy Context

Council demonstrates leadership in its decision to meet future needs and challenges.

Report

It is proposed that the following Ordinary Council Meeting dates for 2016 (to 12 October 2016) be adopted. The dates are based on a three-week cycle (except for June which will be on a two-week cycle). It is further proposed to amend the remainder of the Council Meeting dates for November and December 2015, to be based on a three-week cycle. 2016 20 January 10 February 2 March 23 March 13 April 4 May 25 May 15 June 29 June 20 July 10 August 31 August 21 September 12 October


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2015 25 November (previously scheduled for 18 November) 16 December (no meeting on 2 December)

RECOMMENDATION

That the Ordinary Meeting of Council dates for 2016 (to 12 October 2016) and the amended meetings for November and December 2015, as outlined in this report be confirmed and advertised.


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6.4 AUDIT COMMITTEE CHAIRPERSON'S ANNUAL REPORT 2014/15


Author/ Responsible Kerryn Ellis, Director Organisation Support Director

Summary/Purpose

To present the Audit Committee Chairperson's 2014/15 Annual Report to Council, as per the Audit Charter.

Policy Context


City of Greater Bendigo Council Plan 2013-2017 (2015/16 Update):

Theme: 1 Leadership and good governance

Strategic Objective: 1 Council demonstrates leadership in its decisions to meet future needs and challenges

Strategy 1.1 Good governance principles are used to guide strategic decision-making

Report

The membership of the Audit Committee comprises: Ken Belfrage (Chair), independent members Graham Bastian and Kate Scarce and Crs Campbell and Lyons. Clause 12 of the Audit Committee Charter requires that, prior to 30 September each year, the Chairperson shall report to Council a summary of the activities and achievements of the Committee during the financial year. The Audit Committee Chairperson presented the attached report to the Council Forum on 23 September, 2015.

Attachments

1. Audit Committee Chairperson’s Annual Report

RECOMMENDATION

That Council acknowledge the work of the Audit Committee.


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Attachment 1

Annual Report from the Audit Committee Chairperson

The Audit Committee is a formally appointed Advisory Committee of Council and is responsible to that body. The Committee's role is to report to Council and provide appropriate advice and recommendations relevant to its charter in order to facilitate decision making by Council. The Audit Committee plays a key role in assisting Council to fulfil its governance and overseeing responsibilities in relation to financial reporting, internal control, risk management system, ethical accountability and the internal audit function. The main objectives of the Audit Committee are to assist the Councillors, Management and Staff by providing independent appraisals of:

internal control systems; the arrangements in place to safeguard assets and resources; the efficiency and cost effectiveness of the use of assets and resources; compliance with legislative requirements and Council's policies and procedures; the integrity of information; organisational effectiveness in terms of program efficiency and economy against the

Corporate Plan; the effectiveness of the internal and external audit functions and the communication

between the external auditor, internal audit, management and the Council; and to provide timely advice to Council on any matters which may be referred to it by Council.

The Audit Committee consists of five members, comprised as follows:

Three independent representatives Two Councillors

The members of the committee are: Ken Belfrage (Chair), Graham Bastian and Kate Scarce as independent members together with Councillors Rod Campbell and Barry Lyons. The independent members serve a 3 year term on a rotating basis. The Audit Charter requires that all reappointments following each independent member’s second term must be publicly advertised. Ken Belfrage will complete his second term in October 2015 and accordingly nominations for this position have been advertised. During the past 12 months, the Audit Committee held 5 meetings. The key focus of the Committee is to oversee the conduct of External Audit and Internal Audit, recommend the approval of the Annual Financial Statements to Council, and review the management of risks for Council. The Audit Committee also reviewed the relevant local government and sector wide VAGO reports for applicability to City of Greater Bendigo. During the year under review, Internal Audit services continued to be provided by HLB Mann Judd following an extension of their contract through to 30 June 2015. The Internal Audit program undertaken by HLB Mann Judd in 2014/15 included the following: Prioritisation of Civil Infrastructure Construction Projects (incl. whether the project reflects

Council’s principles/priorities)


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Management and review of completed contracts IT Governance and Performance Performance against COGB’s Carbon Management Plan Management of Mobile Devices

The recommendations made by the Internal Auditors, and adopted by the Committee, are then transferred to management for implementation. The Internal Auditors undertake an annual audit to assess which recommendations have been completed. There are currently 2 high risk and 33 medium risk items that are outstanding from the audit recommendations. Officers are monitoring these items and including actions in their work programs, when budget and staffing allocations enable completion. Key improvements/changes made in response to recommendations made by the auditors in the 2014/15 program include:

Improved Quality Assurance process for the prioritisation of civil infrastructure projects.

Updated contract management manual and training relating to contract management.

Development of an IT Strategy, including the appointment of an IT Steering Committee.

Management of Mobile Devices identified some gaps in the registering of devices and security configurations to be addressed.

Review of Outstanding Audit Recommendations -

Improved recording, tracking and reporting of action items for implementing Council resolutions.

Review of Payroll has resulted in improved reporting and management processes for employees with excessive leave balances and overtime hours.

Based on the conclusion of the contract term the Internal Audit Services tender was advertised on 18 April, 2015. Crowe Horwath was awarded the Internal Audit contract for the next 3 years. Crowe Horwath is currently assisting with the development of the Internal Audit program for 2016 and future years. The program is not to be limited to financial matters but extends to organisational performance, efficiency and effectiveness. A function of the Audit Committee includes oversight of the External Audit activity. During the year the Committee is provided with the Audit Plan together with Interim Audit Management Letter. At year end the Committee meets with the External Auditor to review the Annual Financial Statements, the Closing Audit Report and the Final Management Letter. During the year the Committee holds a meeting with both the External and Internal Auditors without management being present in order to obtain assurance from the Auditors that they received acceptable responses from their enquiries, their function was not impeded by management and to provide an opportunity for the Auditors to provide feedback to the Committee. No matters have been raised from the last meeting that was held. I am pleased to report that the Committee has met its objectives during the past year. Ken Belfrage, Chair


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6.5 INDEPENDENT REVIEW PROGRESS REPORT NOVEMBER 2015


Author Peter Hargreaves, Project Coordinator, Independent Review Implementation Responsible Craig Niemann, Chief Executive Officer Officer

Summary/Purpose

The purpose of this report is to provide an update on the Independent Review Implementation.

Policy Context

Council demonstrates good governance and leadership. Council Plan Reference: 5.1.1 – Consider the recommendations of the Independent Review 2013 and implement the agreed actions. Independent Review: Recommendation 1 – Implementation and communication


Council has delivered on its commitment to independently review the City of Greater Bendigo to see what improvements can be made to its operations. In June 2013 Aurecon delivered its final report including 69 recommendations for Council to consider. Previous Council Decision(s) Date(s): On 21 August 2013 Council resolved to adopt in principle the 69 recommendations and that a Committee of all Councillors supported by the Chief Executive officer and Manager Executive Services be established as the Independent Review Implementation Committee. Council reviewed progress with implementation of the review at its Ordinary Meetings on 22 January, 5 March, 16 April, 21 May, 9 July, 20 August, 1 October, 12 November and 17 December 2014 and on 21 January, 4 March, 25 March, 15 April, 27 May, 24 June and 5 August 2015. Summary of progress Implementation of the Review recommendations has been underway since August 2013. The number of completed recommendations stands at 55. This includes eight of those nominated by Councillors as their top 10 priorities.


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Work is progressing on 14 recommendations yet to be acknowledged by Council as completed. Recommendation 67 (Councillor Mentoring) is recommended for completion in this report.

Recommendations still in progress Status

1–Implementation/communication In progress

10–Performance management In progress

11–Consolidation of Council offices Under consideration

23 & 24–Closing the loop on customer enquiries and complaints

In progress

27–Asset management plans Advanced

29–Training in use of community engagement toolkit and guidelines

Under consideration

37–Develop community engagement toolkit In progress

46-Community engagement officer resource Under consideration

47–RAP/Cultural Diversity Strategy In progress

56–Councillors’ research officer Under consideration

57–Review policies and training relating to bullying and harassment

In progress

67–Councillor mentoring Recommended for ‘completion’

69–Asset management system In progress

Report

Completed actions Council acknowledges a recommendation is ‘completed’ when either: all associated actions have been completed, or

where the work is ongoing, when Council is satisfied all initial actions have been

completed and there is a framework in place to ensure future work is undertaken

and completed in a structured manner, or

where the recommendation has been addressed and Council has responded in a

different way that better aligns with Council’s objectives.


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Recommendation 67 – Councillor Mentoring

Develop and facilitate a formal mentoring program for newly elected Councillors that will provide them with guidance from experienced Councillors in Bendigo and/or other Councils across the state.

Action

In its final report Aurecon envisaged this recommendation would result in a formal or structured framework to provide support for new Councillors as they transitioned into their new role, post- election.

Report

This recommendation has been discussed several times at Councillor Forums and Governance meetings.

The general feedback from Councillors has been that whilst a formal mentoring program was not considered necessary for the current Councillors a program should be developed in readiness to offer to Councillors following the 2016 Council Elections.

Inquiries since have focussed on presenting Council with options for a framework post the 2016 elections.

As a result of inquiries two options put to the CoGB are worthy of by the incoming Council following the 2016 elections. They are as follows:

Leadership Victoria

Over 25 years Leadership Victoria (LV) has worked to better understand the key attributes essential to exceptional leadership and to use this knowledge to develop skilled and energised leaders in

LV also trains business and community leaders to act as mentors for the benefit of the broader community. LV has a pool of several hundred trained mentors including existing and former Councillors and senior local government officers including CEO’s and Directors. Part of the agreement in undertaking leadership and mentor training with LV is that graduates will ‘give back’ to the community by offering themselves as mentors.

LV has offered to develop a purpose designed Councillor mentoring program for Greater Bendigo City Council.

Councillors wishing to avail themselves of the program would be ‘matched’ with a trained LV mentor. The matching process would be vigorous and detailed in order to properly identify the skills and skills gaps and needs of the individual Councillor with an appropriate mentor who can meet those needs.


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The LV offer recognises that the mentoring needs of the Councillor will evolve over time and whilst a strong local government may be required of the mentor early in the Councillor’s ‘term’ or experience the need will evolve over time to include a broader range of skills and knowledge.

Key points of the offer:-

It is envisaged that a Councillor and mentor would meet approximately once a month.

The selection of a suitable list of mentors and the matching of a Councillor with an appropriate mentor would be managed by LV and would be arms distance and independent of CoGB and Council.

There would be no charge for the mentoring service to an individual Councillor as the service fulfils the commitment LV graduates make when undertaking the leadership and mentor training. There would be a service fee, expected to amount to several hundred dollars for the matching process.

Victorian Local Governance Association

The Victorian Local Governance Association (VLGA) works to build the role of councils and focusses on what needs to be done to support the work of councils and communities so together they can build strong, inclusive and resilient neighbourhoods and townships.

Leadership is a primary focus of the VLGA, particularly how to develop and support the key leadership attributes required of Councillors in an increasingly complex and demanding local government setting.

The VLGA has offered to develop a Councillor Support Program specifically for Greater Bendigo City Council. It would be coordinated by the VLGA Councillor Development Officer who would act as mentor to Councillor(s).

The Officer is a former Councillor and Mayor of the City of Monash, an Honorary Justice, a Fellow of the Australian Institute of Management and has a number of community leadership roles including as chairman and patron of a number of community organisations.

Key points of the offer:

Councillors wish to access the program would be entitled to four face-to-face sessions per annum with the VLGA Officer and unlimited email and telephone access.

Councillors wishing to access the Support Program would contact the VLGA direct rather than through the CoGB, ensuring the scheme is at arms distance from Council.

An initial familiarisation meeting would be arranged where the Councillor and VLGA Officer would discuss and agree on goals and aspirations for the ‘contact’.


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VLGA has quoted a cost of $2750 for the first 12 months.

In summary the preparation of two options for Councillor Mentoring for consideration by the incoming 2016 Council completes the actions associated with this recommendation.

Notable Progress

Progress is noted on the following recommendations:

Recommendation 10 – Performance Management

Implement a performance management: -Framework -Change management plan; and -an information technology software system which is capable of facilitating performance management for all levels of the organisation (CoGB, Directorate, Business Unit and individuals). Action Work continues on this recommendation. As previously advised the new Personnel Evaluation System (PES) has been developed and implemented by the City. This system provides a more accurate method for tracking performance against a set of pre-determined performance measures for individuals, business units and directorates. New processes have been put in place for managing underperformance and for recognising and rewarding good performance. The new system is being rolled out during 2015-16 starting with the new individual Performance and Development Plan for the CEO which was completed in September 2015. Directors’ performance plans will be finalised this month. The planned timetable for the rollout of the PES to all staff is as follows:-

Date Action No. of

Employee Plans (excl casuals)

August 2015 Directors 2014/15 plans reviewed and 2015/16 plans created

5

10-21 August Organisation Support Managers and EA 2015/16 plans completed in PES

5

September All other Managers 2015/16 plans completed in PES

Performance Appraisal training

Developing KPIs training

“How to Use PES” training

21


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Date Action No. of Employee Plans (excl casuals)

October to December

Pilots for non-management (number in brackets represents number of plans to be created)

City Futures: Tourism (16), Capital Venues and

Events (13), Economic Development (7), Major

Projects (3),

Community Wellbeing: Community Partnerships

(26), Customer Support (22), Community Services

(Manager plus Systems and Support Team (6),

Maternal and Child Health (5))

Organisation Support: People and Performance

(22), Rating and Valuation Services (15), Contracts

and Project Coordination (5), Information

Management (15)

Planning and Development: Statutory Planning (24),

Building and Property (24), Strategy (12)

Presentation and Assets: Waste (43), Sustainable

Environment (9), Engineering and Public Space (32)

Executive Services (12)

Executive Assistants (7)

319 employees with a 6 to 9 month plan in place and ready for review in July 2016

January 2016 Review of pilots, adjustment to procedure, notification of next groups and timeframes for rollout

0

February/March Stage 2 of rollout

City Futures: Major Events (9), Bendigo Art Gallery

(11)

Community Wellbeing: Active and Healthy

Communities (13), Community Services (277)

Organisation Support: Finance (14)

Planning and Development: Environmental Health

and Local Laws (21), Parking and Animal Control (75)

Presentation and Assets: Works (77), Parks and

Natural Reserves (56)

553 employees with a 3 to 5 month plan in place which can be updated to reflect achievements to date and ready for a review in July 2016

Recommendations 23 and 24 – Closing the loop

Adopt and implement an organisation-wide policy and procedure for closing the loop on customer enquiries and complaints Develop and mandate a consistent process for logging and tracking enquiries and complaints received in Pathway Action


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Recent progress by the Closing the Loop team includes:- is continuing to work on initiatives to ensure an improved response to customer enquiries and complaints. Initiatives include: The Customer Request System Satisfaction Survey 2015 has been completed.

This survey was forwarded to more than 3,000 members of the public who

contacted the customer service centre over 2014. The survey had a 21%

response rate which is considered a solid, statistically valid sample. The key

findings were:

Overall satisfaction level was quite high and a slightly improvement on the

corresponding 2010 survey with a slight improvement,

Electronic logging of requests is significantly increasing,

Customers generally report a positive experience in logging their requests

irrespective of what method they used,

As in 2010 most dissatisfaction reported occurs as a result of events following the

lodging of the request, and relates mostly to timeliness and completion (closing

the loop).

New quarterly reporting arrangements which place greater CEO scrutiny on staff

performance in closing the loop are nearing finalisation.

Calling cards have now been introduced for most work areas to better inform

customers when an officer has visited and why.

Customer Service Training has been scoped and a provider is being sourced

A ‘draft’ staff training DVD on customer service which emphasises the importance

of ‘closing the loop’ has been received for consideration.

The six month trial of Webchat, which started in June, continues. Webchat allows

the public to communicate with the CoGB on-line and in real time. As of So far

there have been 563 ‘webchats’. Public feedback has been overwhelmingly

positive.

Recommendation 42 Planning & the Public

Consider opportunities to improve the relationship between the planning team and public/applicants. This may include educating the community on the planning process and timelines so as to manage community expectations. Council signed off on actions associated with this recommendation in May 2014. It was indicated at the time, the Statutory Planning Unit would be seeking to identify further opportunities for improvements. The following service improvements were completed in recent months: • The Planning Register on the City website has been revised and is now updated in 'real time'. Previously it was only updated weekly.


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• A new service has also been added that allows the community to view plans and other documents for planning applications that have been advertised. These documents will remain on the web until a decision is made. • These online services can be found by following this link:

https://www.bendigo.vic.gov.au/Services/Planning

Recommendation 47 – Reconciliation and Cultural Diversity

Develop a Reconciliation Action Plan and Cultural Diversity Strategy during the 2013-14 financial year. Action Councillors will recall that In August Cr’s Fyffe, Weragoda, Williams were nominated as members of the multicultural round table which is the community reference group for the Cultural Diversity and Inclusion Plan (CDIP). Cr’s Campbell, Lyons and Ruffell were nominated as members of the Reconciliation Action Plan RAP community reference group. As the RAP is an organisational plan, Councillors were interested in having a broader community leadership approach to reconciliation. As a consequence a Reconciliation Governance Group will be led by the Mayor and involve representatives of the registered Aboriginal parties in the municipality, i.e., Taungurung Clans Aboriginal Corporation and Dja Dja Wurrung Clans Aboriginal Corporation. An informal community lunch was held on Monday 10 August to provide information about the RAP and start the process of dialogue with the local Aboriginal and Torres Strait Islander (ATSI) community. There was strong interest and over 20 people attended. The discussion and feedback was positive and very constructive, including substantial interest from ATSI community members in becoming members of the Community Reference Group. At the time of writing the first Community Reference meeting were planned to be held in October/November 2015. The project brief and the literature review for the CDIP have been completed and the internal working group established. The community reference group / multicultural round table is being established and there is strong interest from leaders across different community sectors, including incorporating graduates from the New and Emerging Leadership Program. At the time of writing the first Community Reference Group workshop were planned to be held in October/November 2015. Both plans are expected to be completed by June 2016.

Recommendation 57 – Bullying, Discrimination and Harassment Prevention

Review CoGB’s policies and training relating to bullying, discrimination and harassment prevention and how individual training needs are assessed and align to performance and development goals.

https://www.bendigo.vic.gov.au/Services/Planning


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Action As previously reported the CoGB’s Bullying Prevention Policy and Discrimination and Harassment Policy (previously Respecting Each Other in the Workplace Policy) have been reviewed and updated in response to the recommendation. As a result of this work, the City has recently completed Workplace Responsibilities training where all employees were invited to attend. The training included identifying bullying and harassment, how to manage this behaviour and who to ask for help if you experience or witness the behaviour. A total of 578 or 56% of employees had undertaken the training by 3 September. Further sessions have been scheduled for November 2015 to cater for employees who were on leave or otherwise unable to attend the first round of training. In the second phase of implementation of this recommendation the City is revising how it assesses training needs across the workforce to ensure employees who need to undertake training in bullying and harassment prevention can be easily identified.

As previously reported, specific policies for Councillors are being prepared.

Recommendation 69 – Asset Management System

Investigate the implementation of a new Asset Management System. Action This work has been folded into a comprehensive review of the organisation’s information systems and will be completed by June 2016.


There are no resource issues arising directly from this report. Where recommendations have resource implications, steps are in place to ensure that any proposed new capital or operating expenditure arising from the recommendations is considered in the budget process. Conclusion The number of completed recommendations stands at 56; progress has been made on nearly all recommendations.


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RECOMMENDATION

That Greater Bendigo City Council:

a) Acknowledge the completion of Recommendation 67 (Councillor Mentoring) and progress with Recommendations 10 (Performance Management), 23 & 24 (Closing the Loop), 47 (Reconciliation and Cultural Diversity), 57 (Bullying, Discrimination and Harassment Prevention) and 69 (Asset Management System); and

b) Inform the community of this progress.


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6.6 RECORD OF ASSEMBLIES


Author Peter Davies, Manager Executive Services Responsible Craig Niemann, Chief Executive Officer Officer

Summary/Purpose

The purpose of this report is to provide the record of any assembly of Councillors, which has been held since the last Council Meeting, so that it can be recorded in the Minutes of the formal Council Meeting.

Policy Context

Strong leadership to meet future needs and challenges; effective community engagement.


The Local Government Act provides a definition of an assembly of Councillors where conflicts of interest must be disclosed. A meeting will be an assembly of Councillors if it considers matters that are likely to be the subject of a Council decision, or, the exercise of a Council delegation and the meeting is: 1. A planned or scheduled meeting that includes at least half the Councillors (5) and a

member of Council staff; or 2. an advisory committee of the Council where one or more Councillors are present. The requirement for reporting provides increased transparency and the opportunity for Councillors to check the record, particularly the declarations of conflict of interest.


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Report

Meeting Information

Meeting Name/Type

Consultation meeting

Meeting Date 21 September 2015

Matters discussed Planning application DS/938/2013 713 McIvor Highway, JUNORTOUN 3551 The staged subdivision of the land into 18 lots

Attendees/Apologies

Councillors Cr Rod Campbell Cr Helen Leach Cr Mark Weragoda

Staff/ Community Representatives

Stephen Wainwright Applicant Objectors

Conflict of Interest disclosures

Matter No.

Councillor/officer making disclosure Councillor/officer left meeting

Nil

Meeting Information

Meeting Name/Type



Matters discussed Planning application DS/503/2015 21-25 Curtin Street, FLORA HILL 3550 7 Lot subdivision

Attendees/Apologies

Councillors Cr Peter Cox Cr Barry Lyons Cr Helen Leach Cr Rod Campbell


Chris Duckett Applicant Objectors


Matter No.


Nil


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Meeting Information

Meeting Name/Type



Matters discussed Planning application DS/596/2015 6A Conboy Court, ASCOT 3551 Subdivide land into 2 lots

Attendees/Apologies

Councillors Cr Peter Cox


Liz Commadeur Applicant Objectors


Matter No.


Nil

Meeting Information

Meeting Name/Type


Meeting Date 18 August 2015

Matters discussed Planning application DR/424/2015 16 Burn Street, GOLDEN SQUARE 3555 Demolition of existing dwelling and construction of a new dwelling

Attendees/Apologies

Councillors Cr Barry Lyons


Simon Francis Applicant Objectors


Matter No.


Nil


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Meeting Information

Meeting Name/Type

Councillors' Forum


Matters discussed 1. Section 89 Confidential Report 2. Response to the Save the Kangaroo Flat Leisure Centre 3. Annual report to Council by Chair of the Audit Committee 4. Presentation on renewal and new infrastructure works Program 5. Township Structure Plans 6. Developer Contribution Plan 7. Fire Services Levy 8. Update on mosque development application to the Supreme Court 9. Flying fox (bat) numbers at Rosalind Park 10. Use of drones 11. Bendigo Maubisse Friendship Committee 12. Long Gully Splash Park 13. Coles Car Park 14. Bendigo and Eaglehawk Golf Clubs 15. Procurement Policy 16. Annual Report 17. Municipal Early Years 18. Greater Bendigo Regional Food Hub 19. Review of the meeting

Attendees/Apologies

Councillors Cr Peter Cox Cr Rod Campbell Cr Rod Fyffe Cr Helen Leach Cr Barry Lyons Cr Lisa Ruffell Cr Mark Weragoda Cr James Williams Apology: Cr Elise Chapman


Mr Craig Niemann Ms Pauline Gordon Mr Darren Fuzzard Mr Stan Liacos Ms Prue Mansfield Mr Ross Douglas Mr Andrew Lyons Mrs Alison Campbell Apology: Mr Peter Davies


Matter No.


1. Cr Peter Cox No


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Meeting Information

Meeting Name/Type

Bendigo Easter Festival Reference Group


Matters discussed 1. Memorandum of Understanding 2. Outline of Roles and Responsibilities 3. 2016 Budget 4. Festival Entertainment Program

Attendees/Apologies

Councillors Cr Rod Fyffe


Mr Terry Karamaloudis Mrs Lyn Brown/ Mr Ken Deveraux Mr David Wright Mrs Helen Yorston Ms Debbie Henderson Mr Gary Frank Mr Barry McDowell Apology: Mr Rory Somerville


Matter No.


Nil

Meeting Information

Meeting Name/Type

Councillors' Forum


Matters discussed 1. Presentation on VicRoads on proposed upgrade of Napier Street 2. Planning matters and review of Draft Ordinary agenda 3. Hargreaves Street car park 4. Water security for Bendigo 5. Save Lake Eppalock 6. Lighting of the Regions Project 7. Tannery Lane bridge 8. Presentation by Goulburn Murray Water 9. Hopley matter 10. Kangaroo Flat Leisure Centre 11. Councillor requests 12. Concern about droughts 13. Review of the Local Government Act 14. Bendigo Spirit 15. Media campaign on mosque facts 16. Arrangements for next Council Meeting 17. Presentation by Bendigo Maubisse Friendship Committee


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18. Art exhibitions 19. Confidentiality 20. Groundwater

Attendees/Apologies

Councillors Cr Peter Cox Cr Rod Campbell Cr Rod Fyffe Cr Helen Leach Cr Barry Lyons Cr Lisa Ruffell Cr Mark Weragoda Cr James Williams Apology: Cr Elise Chapman


Mr Craig Niemann Ms Pauline Gordon Mr Darren Fuzzard Mr Stan Liacos Ms Prue Mansfield Mr Ross Douglas Mr Peter Davies Mrs Alison Campbell


Matter No.


Nil

Meeting Information

Meeting Name/Type

Sustainable Environment Advisory Committee

Meeting Date 6 October 2015

Matters discussed 1. Draft Environment Policy 2. Mine dewatering 3. August and September Environment Strategy Forums 4. Community Grants - Round 1 5. Solar on the Library 6. Environmental Activities Report 7. Shared pathways and open space 8. Urban Development Institute of Australia 9. Draft Food Security Strategy 10. Adapting to Change Project

Attendees/Apologies

Councillors Cr Rod Fyffe Cr James Williams Apology: Cr Mark Weragoda


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Mr Ross Douglas Ms Robyn Major Mr Anthony Sheean Mr Samuel Swain/ Ms Kathryn Stanislawski Mr Lucas Hodgens Ms Jenny Shields Mr Paull Dullard Ms Pamela Beattie Mr Geoff Caine Apologies: M/S Chris Weir Mr James Shaddick Mr Colin Smith Mr Jeff Cummins


Matter No.


Nil

RECOMMENDATION

That Council endorse the record of assemblies of Councillors as outlined in this report.


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6.7 CONTRACTS AWARDED UNDER DELEGATION


Author Leeanne Taig, Contract Support Administrator, Contract & Project Coordination Unit

Responsible Darren Fuzzard, Interim Director Organisation Support Director

Summary/Purpose

The purpose of this report is to provide information on contracts recently awarded under delegation.

Policy Context

Delivery of programs, projects and services that respond to community needs.

Report

Contract No Project Successful Contractor Value

(GST Excl) Delegated

Officer Date Signed

Capital Contracts

CT000208 Bendigo Town Hall External Repairs

Gerard k house 295,609.21 P Mansfield 01 October 2015

CT000170 Guy’s Hill Road, Strathfieldsaye – Drainage Construction

Nasi Pty Ltd 526,954.99 C Niemann 01 October 2015

CT000220

Ticket Machine Purchase

Cale Australia Pty Ltd

TMA Group Schedule of

Rates P Mansfield

09 October 2015

Current annual Council Budget for the goods/services contracted via this schedule of rates is $140,000.00

CT000192 High Street and Calder Highway Intersection Upgrade, Marong

Avard Civil Pty Ltd 213,550.00 D Fuzzard 14 May 2015

Reporting of CT000192 was accidently left off the 27 May 2015 Council meeting report and is included now to ensure completeness of reporting.

Service Contracts

CT000213

Part A – Alarm Response, Patrol & Guards Part B – Provision of Security Technical Services and Advise

North State Security Schedule of Rates

P Mansfield 14 October 2015

Current annual Council Budget for the goods/services contracted via this schedule of rates is $120,000.00


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RECOMMENDATION

That the contracts awarded under delegation, as outlined in this report, be acknowledged by Council.


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7. URGENT BUSINESS

Nil.

8. NOTICES OF MOTION

Nil.

9. COUNCILLORS' REPORTS

10. MAYOR'S REPORT

11. CHIEF EXECUTIVE OFFICER'S REPORT

12. CONFIDENTIAL (SECTION 89) REPORTS

12.1 Confidential Report in accordance with Section 89(2)(e) of the Local Government Act 1989, relating to a proposed development.

RECOMMENDATION That the meeting be closed to the public to consider a report in accordance with Section 89(2)(e) of the Local Government 1989, as amended, relating to a proposed development.

council agenda, november 4

Documents

council values council

council decisions

needs council

consultation council

effectiveness council

council representative

special meeting of council

council vision greater