Council Minutes - Section B: Reports - 10 September 2013

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Reports tabled at the Ordinary Meeting of Council on Tuesday date held at City Hall, Little Malop Street in Geelong.

1. Election of Deputy Mayor

2. Future Ownership and Management of the Ceres Temperance Hall

3. Regional Tourism Board Structure

4. Geelong Major Events Annual Report to Council 2012/2013

5. 2013-2014 Borrowing Provision (Confidential)

6. Corio Landfill Tender (Confidential)

1. Election of Deputy Mayor

In accordance with 11C(2) of the City of Greater Geelong Act 1993, Council must elect a Deputy Mayor upon the office becoming vacant.

Accordingly, nominations are called for the position of Deputy Mayor for the period of the vacancy.

Cr Richards moved, Cr Farrell seconded –

That Council elect a Deputy Mayor for the period of the vacancy.

Carried.

Cr Richards moved, Cr Heagney seconded -

That Cr Nelson be nominated as Deputy Mayor for the period of the vacancy.

There being no further nominations, Cr Nelson was declared elected as Deputy Mayor of the City of Greater Geelong for a the period of the vacancy.

Carried.

2. Future Ownership and Management of the Ceres Temperance Hall

Purpose

The Ceres Temperance Hall is located in the township of Ceres and is owned and managed by the Barrabool Hills Blue Ribbon Society. The community group is no longer in a position to manage the facility and has requested Council assume ownership and management.

The purpose of this report is to provide guidance to Council as to whether or not it should accept ownership of the Ceres Temperance Hall.

Summary

• Council officers have investigated the history of the building, operations, building condition, the role the facility plays for the Ceres community and the cost and benefits of assuming responsibility for the asset.

• The Ceres Temperance Hall is recognised as a regionally significant building due to the heritage building, temperance practice and intrinsic association with the rural vineyard history of the township of Ceres.

• A Building Inspection Report by an engineering firm specifies suggested remedial works. The report has been used to prioritise maintenance and capital investment to ensure compliance with relevant standards and user amenity. The works are in the order of $175,000. Heritage Victoria Grant funding may be available.

• Community consultation has been conducted with all relevant stakeholders. This consultation indicates that the Ceres Temperance Hall is a valued cultural and community asset. The community supports the retention of temperance practice for the site.

• Recurrent net annual operating costs of the building are estimated at $11,500 net.

• A local community organisation has indicated interest in managing the facility on behalf of Council if Council chooses to assume ownership.

• Taking on this building and site will create ongoing maintenance and renewal costs for Council and a requirement to upgrade the venue to meet legislative requirements.

Cr Nelson moved, Cr Ansett seconded -

That Council:

1. agree to take on ownership of the Ceres Temperance Hall;

2. seek interest from the community in managing the Hall on behalf of Council and report back to Council on the outcome;

3. refer required building works to Council’s 2014/15 budget process;

4. explore external funding options to undertake works identified.

Report

Background

Council has been approached by the Barrabool Blue Ribbon Society Inc as the land owner and manager of the Ceres Temperance Hall, located at 40 McCann Street, Ceres, to propose that ownership and management of the hall be passed to the City of Greater Geelong.

The Barrabool Blue Ribbon Society Inc indicated that the ownership and management of the facility has become too onerous and that the group believes the only succession plan available to them is to offer the ownership and management of the facility to Council. Given the historical nature of the building in relation to the temperance and alcohol prohibition at the site, the group would like this maintained in ongoing management arrangements. The facility also houses a number of historically significant items that would need to be preserved.

An investigation into the Ceres township and community has informed this report in relation to the rural village identity of Ceres, the role the temperance hall plays in the local community, the historical significance of the hall, the current use arrangements, structural condition and ongoing management and maintenance requirements for the facility. This report details the outcomes of the community research and consultation, and makes recommendations in relation to the future ownership of the community asset.

Following the approach by the Barrabool Blue Ribbon Society Inc requesting transfer of ownership and management responsibility to Council, an assessment was completed of the township character, demographics and community infrastructure provision in Ceres. Stakeholder consultation has also been undertaken.

Ceres is a small rural township on the western periphery of the City of Greater Geelong. The township is home to approximately 104 properties, and a population of approximately 200 within a one kilometre radius. Ceres forms part of the ABS Area: Waurn Ponds State Suburb which has a population of 755 people in CCD 2111101 (ABS Census 2006). Given the rural nature of the township, population density is relatively low at 0.18 people per hectare. This results in a relatively isolated population. The community SEIFA index of 1089 indicates a relatively low incidence of disadvantage compared to other areas within the municipality. The town no longer provides any retail outlet.

Ceres is home to a number of active community associations initiating local events. For example, the Ceres Community Association Inc conducts community activities including planting days, food and wine fundraisers and advocacy for the Ceres community.

The ‘Scarecrow Patch’ is a cultural organisation providing arts and cultural offering for local hand weavers, spinning guild and local artists. Ceres is also home to the Barrabool Cricket Club and Ceres Tennis Club that provide recreational opportunities for the community. The ‘Theatre of the Winged Unicorn’ provides regular theatre productions and cultural events from the temperance hall.

Community halls provision for the local area includes the Wandana Heights Hall located approximately 3.6km to the east and the Waurn Ponds Hall located approximately 5.4km to the south. Community facilities available in Ceres include a cricket oval and pavilion at the Ceres Recreation Reserve, four tennis courts with a modest clubhouse and a community meeting area with rotunda and BBQs within the Frank Mann Reserve. The Ceres Primary School is located approximately 935m to the west of the hall.

The Ceres Temperance Hall currently serves the community as a venue for the local theatre production company, a hall for community uses and toilet facilities for the local church (opposite).

Council’s Sustainable Communities Guidelines provide guidance for the provision of community facilities within the municipality and would categorise Ceres as a ‘Smaller Township’ as it has a population of less than 5,000 people and is separated by more than three kilometres from a larger town. In this context an activity centre or small community hub is supported as it would provide access to services and meeting spaces to support local networks and community cohesion.

Although the current population of the town would not trigger the provision of a community hall in an urban development setting, this needs to be considered within the context of the local, social, political and economic conditions within an area and the needs and priorities of this relatively isolated local community. In the case of Ceres, the temperance hall is the facility within the town capable of providing for cultural events and larger scale public meetings for the township.

The Ceres Temperance Hall is owned by the Barrabool Blue Ribbon Society Inc, zoned Township Zone (TZ) and has a Heritage Overlay (H072) associated with the site and building. The land adjacent to the north is owned by Council and serves as a car park for the Ceres Temperance Hall.

The land directly to the north is owned by Council and contains the hall car park which has been constructed by Council. The land to the south contains an extension of the hall building which was constructed in 1974. The land to the south of the hall, previously thought to be owned by Council, has recently been transferred into the name of the Surf Coast Shire.

Investigations into this transfer reveal it occurred in January 2012, under a project being conducted for Surf Coast by the Land Titles Office to have all the titles in the names of the former shires (in this case the Shire of Barrabool) transferred into the names of the Surf Coast Shire. Upon amalgamation of Councils in 1992/93 the legislation and gazette notices ordered that all former Barrabool Shire assets vest in Surf Coast and all former South Barwon Shire assets vest in Greater Geelong. The legislation gazette notices failed to recognise that the former Shires were intended to be split between Surf Coast Shire and Greater Geelong City Council.

Agreement has been reached with Surf Coast Shire that the land south of the Ceres Temperance Hall will be transferred to Council as will any land in Council’s area that has been vested in Surf Coast Shire under the Land Titles Office project or any land that has yet to be transferred as intended following amalgamation. The opposite has been agreed in relation to land that may remain in the name of South Barwon or this Council that should be transferred to Surf Coast Shire.

Land transfers are yet to be resolved. Irrespective of whether Council assumes ownership of the land and building currently owned by the Barrabool Blue Ribbon Society, the matter will have property implications for Council, as the building has been built across parcels in separate ownership and Council will ultimately own the southern portion of the building. Assuming ownership of the entire facility would enable the consolidation of current land holdings to the north and south, address existing disparate parcel management issues and mitigate legal implications if the land and building is sold by the community group.

The Ceres Temperance Hall is recognised as a regionally significant building by Heritage Victoria and in the Greater Geelong Planning Scheme. According to the Greater Geelong Planning Scheme the building was constructed in 1861–62 and is ‘regionally significant’ and in ‘good’ condition. Within the documentation, the Significance of Place section states that significance relates to ‘its demonstration of a way of life, custom, process or function no longer practiced, in danger of being lost or of exceptional interest’; ‘its strong association with an important figure or figures, development, or cultural phase’; and ‘its townscape and/or landscape value’.

A Building Inspection Report has been completed that examines and comments on the structural condition of the building and any issues that need to be addressed to improve the performance and health of the building. The assessment concluded that the building is in relatively good condition considering the age of the structure.

A review of the Building Inspection Report and an assessment of the building has concluded that work is required to bring the facility up to a standard for broader public use. Examples of the works required include a kitchen upgrade, switchboard upgrade and painting works. In addition to this, future works required would include disabled access and toilet improvements, utilities upgrades and heating and cooling installation.

Community consultation in the use of the building and the value it has to the local community has included discussions with user groups and stakeholders including the Barrabool Blue Ribbon Society Inc, Theatre of the Winged Unicorn, Ceres Community Association, Heritage Victoria, National Trust, Ceres Primary School, Ceres Tennis Club, Barrabool Cricket Club, Council officers and local residents.

The retention of temperance practices has been assessed and advantages and disadvantages have been identified. The retention of the temperance practice is valued by Heritage Victoria as a ‘demonstration of a way of life in danger of being lost’. Retaining the temperance practice would be preserving the historical use of the building and maintaining current public amenity for local residents. Discontinuing the temperance practice would conclude a historical practice in this community and potentially increase use of the facility that has anecdotally been underutilised due to the temperance restrictions.

The Victorian Heritage Database lists 12 temperance halls currently in existence, of which five have retained temperance practices to date, including the Ceres Temperance Hall. The Burra Charter: The Australian ICOMOS Charter for Places of Cultural Significance 1999 is the widely accepted reference document for heritage conservation standards, philosophy and methodology in Australia. Heritage Victoria would recommend that a Conservation Management Plan be completed for the ongoing management of the facility which would cost in the order of $10,000.

The community widely supports the retention of temperance practice. Should Council decide that the temperance practice be terminated, hire procedures would need to be implemented to minimise impact on the local community.

The Barrabool Hill Blue Ribbon Society Inc has indicated that they are no longer in a position to carry on owning, nor managing the Ceres Temperance Hall. As they are a not for profit organisation, options for the subsequent disposal of the asset are:

1. offer the ownership and management of the asset to Council

2. offer the ownership to Council with a community group management agreement

3. sell the asset, which would render a financial dividend that would need to be re-directed to the State Revenue Office or charity

4. offer the ownership and management of the asset to another not for profit group.

The Ceres Temperance Hall is viewed by the community as an intrinsic community asset for Ceres. The hall is recognised as having regional heritage significance and provides a community meeting place and an arts and cultural offering that is unique to the Ceres village.

The Barrabool Hills Blue Ribbon Society opted for Option 1 and has approached Council to assume ownership of the asset. The Theatre of the Winged Unicorn which currently provide theatre productions and cultural events from the venue, have offered to manage the facility on behalf of Council.

Discussion

There are three options for Council to consider:

Environmental Implications

No environmental implications have been identified as a result of Council assuming ownership and management responsibility for the asset.

Financial Implications

There will be financial implications should Council decide to take ownership and management of this site. At a minimum there will be ongoing maintenance and renewal costs. In addition, should Council decide to coordinate bookings for the hall, there will be additional staffing and administration costs.

The Building Structural Report identified remedial structural works and a further building condition assessment was commissioned to inform costing to bring the facility to Council standards for community halls.

These works, which would ensure compliance with relevant standards, are costed at up to a maximum of $175,000 staged over a 10 year period. Works include subfloor ventilation, and structural works, disabled access, kitchen and toilet upgrades.

A detailed cost breakdown is available in Attachment 1. There is no provision in the 2013/2014 Council budget for these works. The works would need to be considered through the Capital project proposals in the 2014/15 budget process.

Recurrent operating and management costs have been identified and are in the order of $13,500 and include cleaning, pest control, building insurance and utilities. Income is currently received from the tenants and equates to approximately $2,000 per year. This would result in net cost to Council of approximately $11,500 per annum.

Should Council, assume ownership of the asset, the Community Facilities Unit could undertake building coordination and bookings for the asset (which would require additional resources), or license the facility to a community group. There is no recurrent budget for operational costs. Other models of community management could be investigated.

Additional pointing works have been initiated by the Barrabool Blue Ribbon Society Inc. Quotes have been sourced for $22,000. The group has approximately $8,000 to contribute to the required works and there is a Councillor allocation of $20,000 in Council’s 2012/2013 Budget.

The Heritage Victoria Grants Program provides funding up to $200,000 for Local Government or not for profit organisations for the repair and conservation of heritage places/objects and to support communities to retain and creatively use heritage places. Priority is given to projects that provide contributions (in kind or funding), benefit rural and regional communities and/or are areas of social disadvantage. No grant application has been submitted.

Requires Amendment to Budget

1. Income: currently approximately $2,000 income per annum is received from the tenants

2. Total recurrent costs: in the order of $13,500 net per year if the building is owned and maintained and managed by Council

3. Recurrent net cost to Council will be $11,500

4. Capital expenditure: $175,000 prioritised and staged over 10 years

Policy/Legal/Statutory Implications

Should Council assume ownership of the facility there are statutory obligations in regard to Heritage Overlay (HO72).

There are no statutory consultation requirements under the Local Government Act relating to the purchase of property.

As the property may be transferred to Council for a minimal amount, a certified valuation of the property has not been obtained.

Should Council not assume ownership and the community group make the property available for sale; the matter of the building intrusion onto public land will need to be addressed with the commensurate legal cost implications. The consolidation of current land holdings to the north and south would address existing disparate parcel management issues.

Alignment to City Plan

City Plan articulates Council’s strategic directions of Community Wellbeing, Growing our Economy, Sustainable Built and Natural Environment and How We Do Business.

The provision of the hall aligns with Council’s strategic directions through providing opportunities for socialisation for people of all ages in our community, thereby fostering a connected, creative and strong community. However, there are other community spaces within the township that could be available, ie at the school, or the cricket club. Council has allocated funds in this financial year to design an upgrade at the cricket club site.

Officer Direct or Indirect Interest

There is no direct or indirect officer interest in this report.

Risk Assessment

If Council does not take ownership, the community will lose a valued community asset to private sale. Given the aging condition of the building, if ownership of the asset is assumed by Council, remedial works would need to be undertaken to ensure ongoing structural integrity of the facility and compliance with legislation. Taking on ownership of this venue will add to Council’s building portfolio and thereby would add further future burden to Council’s building renewal program.

Social Considerations

The Barrabool Blue Ribbon Society Inc has indicated that the ongoing management of the hall exceeds the group’s capacity.

The venue in its current state, along with its historical temperance practice, has limited community use. There are other community spaces within the township that could be available, ie at the school, or the cricket club. Council has allocated funds in this financial year to design an upgrade at the cricket club site.

Although the Barrabool Blue Ribbon Society is not able to manage the hall there may be other groups in the town that could take over the ownership and management of the asset.

The Theatre of the Winged Unicorn has indicated that they would undertake management responsibilities for the asset on behalf of Council.

Works will need to be undertaken to ensure compliance with legislation.

Human Rights Charter

It has been determined that the decision will have impacts on individuals’ human rights. The impacts include:

Freedom of expression – providing individuals with an avenue for artistic and cultural expression.

Consultation and Communication

Communication with stakeholders regarding the outcome of this report will be facilitated by the Community Development Department.

3. Regional Tourism Board Structure

Purpose

To resolve Council’s position and subsequent financial support of a Regional Tourism Board (RTB) that best suits the needs of Council in partnership with the tourism industry.

Summary

• The City of Greater Geelong is a foundation member since 1993 of Geelong Otway Tourism Inc.

• Geelong Otway Tourism Inc. is a partnership between the tourism industry and municipal Councils within the Geelong Otway (G21) region.

• The State Government, through Tourism Victoria has reviewed regional tourism structures across the State and as part of its review has established an Interim Great Ocean Road Tourism Board.

• The Interim Board has presented to State and Local Government a report detailing the structural options for the Great Ocean Road Region that encompasses the area from Geelong and the Bellarine to the South Australian border.

• Council considered the Interim Board’s report on the 12^th March 2013 and resolved to support the proposed consolidated Regional Tourism Structure subject to and conditional upon the delivery of a revised financial model that detailed increased funding from Tourism Victoria; a more equitable contribution from all Municipal Partners and recognition of the challenging financial and economic environment currently being experienced by the City of Greater Geelong; and if a satisfactory financial model could not be established, to work in partnership with the tourism industry and neighbouring councils on a more localised tourism structure.

• Tourism Victoria has informed all parties in the proposed new structure that they have committed increased total funding to $500,000 per year for the next three years.

• Senior Management (Barwon South West CEO’s) representatives of Municipal Councils in the proposed region have met to endeavour to establish a fair and equitable financial model to underpin the proposed consolidated structure.

• It was proposed by the Senior Management group that Municipal Councils retain the current contribution rate (current tourism budget) for this year (13/14) and move to a per capita formula in two steps over the following two years.

• Other recommendations included that the new Board be established by September 2013 and that all Council’s enter into a three year Memorandum of Understanding (MOU) with any Council having the right to opt out after one years notice.

• It was noted by the Senior Management Group, that according to the proposed formula that the City of Greater Geelong will be meeting 86%-87% of the total Board costs in year one, but this would be transitioned to 53% on a per capita basis over two years.

The proposed arrangements to not meet Council’s requirements as set out in the 12 March 2013 resolution. Consequently, it is recommended that the Council proceeds to establish a Geelong Bellarine Regional Tourism Board.

Cr Nelson moved, Cr Ansett seconded -

That Council :

1. supports and directs its financial resources to the establishment of a new regional tourism board for Greater Geelong and the Bellarine.

2. continues the partnership with the Borough of Queenscliffe, Golden Plains Shire and the tourism industry, in accordance with Council’s Tourism Policy, and enter into a Memorandum of Understanding to establish a new Incorporated Association to progress and grow the Tourism Industry.

3. notes that the Memorandum of Understanding will be based on the retention of the successful partnership model with Council allocating its resources to staffing, administration, visitor services and business events and industry through membership, sponsorship and buy in funding the delivery of the business and marketing plans

4. seeks to have Tourism Victoria and other State Government Agencies recognise and financially support the establishment, development and ongoing works of the Greater Geelong Bellarine Regional Tourism Board as per the Victorian Government Regional Tourism Action Plan.

5. informs Geelong Otway Tourism Inc. that it intends to support the proposed Regional Tourism Board for Greater Geelong and the Bellarine and as such will in accordance with Council’s current Memorandum of Understanding with Geelong Otway Tourism transition Council’s financial, staffing, administrative and other support to the new proposed entity.

6. recognises that the proposed Regional Tourism Board for Greater Geelong and the Bellarine will enter into partnerships, marketing alliances and other co-operative arrangements with the Great Ocean Road Regional Tourism Board and other Destinations for the mutual benefit of the industry and to deliver tourism programs that match the needs of visitors.

Carried.

Background

For the past 20 years the City of Greater Geelong has supported the tourism industry within a regional context in partnership through Geelong Otway Tourism Inc. This relationship is formalised through a Memorandum of Understanding with the tourism industry and neighbouring Municipal Councils.

As part of a State wide tourism structure review, Tourism Victoria established an interim board for the Great Ocean Road region (Geelong to the South Australian border) to report and recommend on structural options. Council considered the report by the interim board on the 12^th of March 2013 and resolved to

1. write to Tourism Victoria acknowledging and supporting the primary recommendation of the ‘Report to Stakeholders’ to establish a consolidated Regional Tourism Structure for the total Great Ocean Road Region. This support however is based and conditional upon the establishment of a new financial model to deliver the proposed consolidated Regional Tourism Structure.

2. request that the new financial model addresses to the satisfaction of Council the following areas of concern:

1. A significant increase in funding by Tourism Victoria to better reflect the status of the proposed new regional structure and to represent a fairer more equitable partnerships arrangement with both Local Government and industry partners.

2. An adjusted and more equitable contribution level between all municipal partners based on tourism specific benchmarks that better reflects the municipal benefit derived from the partnership structure.

3. All contribution levels (Local Government and industry) reflect the current financially challenging environment and that levels of contribution be established that are sustainable, equitable, transparent and realistic.

3. continue to retain and fund Business Events and Visitor Information Services and as such both those functions will be excluded in the funding model and business plan of the proposed new regional tourism structure.

4. work in partnership with the tourism industry and neighbouring Councils to establish a more localised tourism structure that better services the needs of both industry and the City of Greater Geelong, if a satisfactory financial model that addresses all of Councils concerns can not be established.

Council has received advice that Tourism Victoria will contribute a total of $500,000 per year for the next 3 years to the consolidated structure. Further to this the Municipal senior management group recommended that each Municipality contributes the current tourism funding levels to the proposed consolidated structure for the current financial year and then moves to a per capita formula in two steps over the following 2 years.

Such a financial model is unsatisfactory as it does not meet the requirements of Council’s 12 March 2013 resolution.

Discussion

Tourism is a significant sector of the Greater Geelong economy that sustains over 5,000 jobs and generates over a billion dollars each year to the Geelong economy. Tourism has been identified as one of the sectors that can be further developed and enhanced to provide Greater Geelong with a more robust and diverse economic base.

The State Government through Tourism Victoria for the past 20 years has recognised and supported the tourism industry in Geelong and the Bellarine through its funding of the broader Great Ocean Road region. The Great Ocean Road is recognised as a Global brand and is promoted as one of the leading nature based tourism destinations in Australia. Whilst Geelong and the Bellarine have benefited from their inclusion in the work of Great Ocean Road Marketing (particularly for International and Interstate markets), over recent years and with a greater focus on Intrastate marketing Geelong and the Bellarine have been marketed as stand alone destinations.

This has particularly been the case as Geelong and the Bellarine have matured and established different tourism experiences and product that are not aligned with the nature based strengths traditionally associated with the Great Ocean Road region. This evolution of emerging product strengths like food and wine, golf, sporting, cultural and business events, visiting friends and relatives and cruise shipping to name but a few together with the changing market place dynamics that now focus on the Melbourne short-break market there is a greater recognition that the Geelong and the Bellarine needs to be positioned, supported and marketed in its own right.

This can occur within the broader proposed consolidated regional structure, however there still remains questions and genuine concerns about the under pinning financial model to support the consolidated structure. Considering the evolution and marketing of tourism product in Geelong and the Bellarine and recognising the changes in the tourism landscape it is not surprising that the Lightfoot Report 2010 commissioned by Tourism Victoria structural options recommended a stand alone Regional Tourism Board for Geelong and the Bellarine.

The tourism industry at both the local association level (Tourism Geelong and Bellarine Tourism) and the Regional level (Geelong Otway Tourism), noted the recommendation of the Lightfoot Report but in recognition of the close relationship and advantages associated with being a part of the broader Great Ocean Road region wanted to fully explore the outcomes of the structure review being initiated by Tourism Victoria.

Council should note that the industry will direct some financial resources to capitalise on cooperative marketing opportunities with the Great Ocean Road, Melbourne, Ballarat and Mornington Peninsula where it can see advantage and in recognition that visitors seek seamless non boundary defined experiences and information. Regardless of what structure is established and the specific geographic area defined in that structure, industry will continue to maximise opportunity through marketing partnerships and alliances.

The adoption by Council to support the proposed new entity for Geelong and the Bellarine will see the eventual winding up of the Regional Tourism Association, Geelong Otway Tourism Inc.

For over 20 years, Geelong Otway Tourism Inc has been recognised throughout Australia and further afield as an industry leader as evident by over 20 State Tourism awards and 6 National tourism awards that recognises excellence and outstanding performance. The elements that have made Geelong Otway Tourism so successful need to be noted and preserved in the proposed new structure for Geelong and the Bellarine. First and most importantly is the preservation of the partnership between Council and the tourism industry as detailed in the structure of the new association and in the establishment of a Memorandum of Understanding.

The basis of a successful partnership is that Council funds staffing, administration, visitor services (Visitor Information Centres) and Business Events (Conference, Events and Exhibitions). The industry funds the delivery and implementation of the mutually agreed business and marketing action plans. In this way the industry establishes the plans that directs its future via an incorporated association and the Council supports industry through critical staffing and administration support and specific service delivery (visitor services and business events).

Council will retain a seat on the board of the new entity and the staff as employees of Council will still retain all the benefits and obligations that such employment entails. The new Geelong Bellarine tourism structure will be established as soon as possible following the resolution of Council and taking into account the partnership arrangements with Geelong Otway Tourism Inc, neighbouring Municipal Councils, the tourism industry and Tourism Victoria.

Tourism Victoria provide financial support to the 10 established and recognised Regional Tourism Boards located throughout Victoria. Should a Regional Tourism Board (RTB) be established for Geelong and the Bellarine representation will be made to Tourism Victoria to recognise the new structure and to seek financial backing from the State Government to support the new entity.

Tourism Victoria has given indication that the proposed RTB for the Great Ocean Road region would receive an Annual Budget of $500,000 per year for the next 3 years. At this stage it is not known the exact amount of funding that would be allocated from Tourism Victoria to the proposed Regional Tourism Board for Geelong and the Bellarine. Nor at this stage do we know of the specific source of any funding from State Government (new allocation, splitting the funds allocated to Great Ocean Road tourism board).

As an indication other RTB’s across the State receive an approximate allocation of $230,000 - $250,000 a year. Representation would be required for recognition and funding support base to Tourism Victoria and Local Members of State Parliament.

Environmental Implications

In its last annual report to Council, Geelong Otway Tourism Inc outlined a range of initiatives related to environmental issues that have been implemented including accreditation to Earth Check. Earth Check is a program aimed at reducing the impact of tourism related activities on the environment that includes training and incentives for those who participate.

It is expected that this program would continue to be undertaken by the new RTB for Geelong and the Bellarine.</span>

Financial Implications

Under the proposed structural changes, there is no change to Council’s current contribution levels allocated to tourism. The current allocations are outlined below.

Current Approved Budget

Council’s current total contribution to tourism is $1,690,275. The following is a breakdown of the budget:

1. Tourism Administration $912,850

2. Visitor Information Centres $381,490

3. Business Events Geelong $395,935.

Attachment A details a draft budget for the proposed Geelong and Bellarine RTB. The budget is based on the following assumptions:

• That Tourism Victoria allocates $230,000 to the proposed Geelong and Bellarine RTB based on similar contributions to other RTB’s in Victoria.

• That the City of Greater Geelong, Borough of Queenscliffe and Golden Plains Shire provide the same contribution as budgeted for Geelong Otway Tourism in 2013/14 to Geelong and Bellarine RTB.

• That the proposed Geelong and Bellarine RTB retain 100% of the tourism membership revenue raised. This assumes an amalgamation of Local Tourism and Regional Tourism Associations.

• That the proposed Geelong and Bellarine RTB retain half of the marketing packages and sponsorship revenue currently budgeted for Geelong Otway Tourism in 2013/4.

The attached budget based on the above assumptions would indicate adequate resources to sustain a stand alone RTB for Geelong and Bellarine.

Policy/Legal/Statutory Implications

Geelong Otway Tourism has operated under an extended Memorandum of Understanding (MOU) with the five municipalities in the Geelong Otway region (City of Greater Geelong, Borough of Queenscliffe, Golden Plains Shire, Surf Coast Shire and Colac Otway Shire) which expired on 30^th June 2013.

Council resolved to extend the MOU with Geelong Otway Tourism until 30 June 2014 at its meeting on 25 June 2013.

A letter in relation to the current MOU was sent to the other four municipalities on 3 June 2013 requesting an extension of the current arrangements until 30 June 2014 with a clause indicating that the arrangement could be wound up at the end of each financial quarter to transition into a new structure gathering that a new MOU would be signed off by the participating municipalities.

To date, the Borough of Queenscliffe has returned the signed MOU whilst the Colac Otway Shire has declined signing the MOU. Geelong Otway Tourism is waiting on advice from Surf Coast Shire and Golden Plains Shire as to their intention.

For the Geelong and Bellarine RTB to be established, a new Memorandum of Understanding would need to be developed through the establishment of an Incorporated Association for Geelong and Bellarine. This would allow for the winding up of Geelong Otway Tourism Inc in its current form transitioning the activities to the new Incorporated Association for Geelong and Bellarine.

In addition, Council would need to review the current Tourism Policy which makes reference to Geelong Otway Tourism Inc updating this with reference to the proposed Geelong and Bellarine RTB.

The development of a new Rules of Association for the Geelong and Bellarine RTB would need to be established relating to legislation now governing incorporated associations in Victoria namely the Associations Incorporation Reform Act 2012. Dependant on the outcome of the alignment of the current Local Tourism Associations Tourism Geelong and Bellarine Tourism with the proposed Geelong and Bellarine RTB, Rules of Association for these affected Local Tourism Associations would also need to be reviewed and adopted in line with the Associations Incorporation Reform Act 2012.

Alignment to City Plan

Tourism is recognised in the City Plan 2013-2017 as a priority sector in growing the Geelong economy. Council’s support of the tourism industry is based on the understanding of the need for a robust and diverse economic base for the City. Council recognised through City Plan and through Council’s Tourism Policy that tourism can generate increased economic growth and can be further developed, enhanced and expanded through effective leadership and partnership models. The proposed new structure for tourism demonstrates Council’s leadership through collaboration with industry on issues of importance to the economic and social well being of Geelong.

Officer Direct or Indirect Interest

This report has been prepared by the Tourism Manager, City of Greater Geelong, who is also the Executive Director of Geelong Otway Tourism.

Risk Assessment

Geelong Otway Tourism Inc has played a pivotal role in advocating on tourism related issues in a variety of settings and at different levels of government. The organisation has provided leadership to the region’s tourism industry in dealing with both demand and supply issues, as well as opportunities to collaborate on a range of campaigns and initiatives. This leadership role will continue under the proposed Geelong and Bellarine RTB.

Without an organised and united approach, the industry would most likely suffer or remain stagnant. Geelong Otway Tourism Inc, in its current form has been unable to plan in a long term approach due to the delay in finalising a proposed tourism structure for the region. The proposed Geelong and Bellarine RTB would allow for long term planning to be adopted in cooperation with neighbouring RTB’s.

Geelong Otway Tourism staff are employed under the City of Greater Geelong Enterprise Agreement (No. 7) 2011 as the tourism unit of the City of Greater Geelong. Due to the proposed Geelong and Bellarine RTB being established through the municipalities of the City of Greater Geelong, Borough of Queenscliffe and Golden Plains Shire, this will allow for the current staffing levels to be maintained under the proposed Geelong and Bellarine RTB with changed focus to the Geelong and Bellarine region as well as the establishment of partnerships with neighbouring RTB’s.

Social Considerations

The social impacts of tourism have been the subject of recent research by the Sustainable Tourism Cooperative Research Centre. A set of indicators have been developed to measure these impacts, with further work proposed following the structure resolution.

Human Rights Charter

The recommendations considered in this report are in accordance with the Victorian Charter of Human Rights and Responsibilities. Following a review of the twenty basic rights that promote and protect the values of freedom, respect, equality and dignity, the most relevant right relating to the report is the right of freedom of movement. This report and recommendations recognise the right of people to move freely through out Victoria and Australia.

Whilst the proposed recommended structure focuses on Geelong and the Bellarine, the report and recommendations considers and allows for the establishment of strategic beneficial partnerships with other destinations and tourism bodies in recognition of the seamless non boundary nature of the tourism experience.

Consultation and Communication

Industry and Local Government have been in discussion and debate about the proposed Regional Tourism Structure since 2009. Tourism Victoria engaged Lightfoot Marketing to report on tourism structures in their Geelong & Bellarine Regional Alignment Project Report released in January 2010.

The tourism industry at both the local association level (Tourism Geelong and Bellarine Tourism) and the Regional level (Geelong Otway Tourism), noted the recommendation of the Lightfoot Report, but in recognition of the close relations and advantages associated with being a part of the broader Great Ocean Road region wanted to fully explore the outcomes of the structure review being initiated by Tourism Victoria. However, industry has been frustrated at the delays in implementation and clarification of the structural options and are supportive of the development of a stand alone structure for Geelong and the Bellarine.

Following Council’s resolution, immediate advocacy and discussion will need to take place with Tourism Victoria, other relevant government agencies and industry to secure their partnership and support for the proposed recommended structure. Industry and community briefings will also take place seeking partnership support and involvement in the establishment of the Geelong and Bellarine RTB.

The tourism unit, in partnership with Council’s marketing and communications unit will establish a communications plan detailing the benefits and opportunities associated with the new approach to tourism development and marketing.

Appendix 3-1 Regional Tourism Board Structure

The following table details a draft budget for the proposed Geelong and Bellarine RTB. The budget is based on the following assumptions:

• That Tourism Victoria allocates $230,000 to the proposed Geelong and Bellarine RTB based on similar contributions to other RTB’s in Victoria.

• That the City of Greater Geelong, Borough of Queenscliffe and Golden Plains Shire provide the same contribution as budgeted for Geelong Otway Tourism in 2013/14 to Geelong and Bellarine RTB.

• That the proposed Geelong and Bellarine RTB retain 100% of the tourism membership revenue raised. This assumes an amalgamation of Local Tourism and Regional Tourism Associations.

• That the proposed Geelong and Bellarine RTB retain half of the marketing packages and sponsorship revenue currently budgeted for Geelong Otway Tourism in 2013/4.

The following table, based on the above assumptions would indicate adequate resources to sustain a stand alone RTB for Geelong and Bellarine.

4. Geelong Major Events Annual Report to Council 2012/2013

Purpose

The Geelong Major Events terms of reference requires an annual report to be presented to Council at the conclusion of the financial year. This report provides a summary of the activities supported by Geelong Major Events (GME) for the period 1 July 2012 to 30 June 2013.

Summary

• Council established the Geelong Major Events committee in August 1998 pursuant to Section 86 of the Local Government Act.

• GME strives to stimulate and encourage major events that offer the best opportunity to provide measurable economic benefits, potential to market Geelong outside the municipality and enhance local community life through participation of residents.

• Major Events have a diverse and varied environmental legacy and the events staged within this period implemented a range of programs to minimise impacts where required and provide positive outcomes where possible. Council works closely with event organisers to ensure best practices in this regard are achieved at major events staged within our region.

• This report provides an overview of GME’s activities for the period 1 July 2012 to 30 June 2013 including:

• 20 major events successfully hosted in the Geelong Region including the Just Cars Motorsport Revival, New Year’s Eve Pier Festival, Mitchelton Bay Cycling Classic, Festival of Sails, Death of a Salesman, Geelong Multi Sport Festival, Victorian Open Golf Championships, Pako Festa, Australian International Airshow and the National Celtic Festival.

• Those events stimulated economic activity and provided social benefits to our community. Approximately $65.9 million of event expenditure was generated in our region from local and non local sources which is the equivalent of 527 full time jobs in the region.

• Those events provided additional social benefits for the local community through participation and spectator opportunities with 14 (of the 20) major events offering free public access and entertainment for all ages. An estimated 548,000 participants and spectators attended the 20 events staged throughout Geelong during the 12month period.

Cr Nelson moved, Cr E Kontelj seconded -

That Council note the report detailing the activities of Geelong Major Events for the 2012/2013 period.

Report

Background

Council, in August 1998, established a Section 86 Committee under the provisions of the Local Government Act known as Geelong Major Events as a means of stimulating and encouraging events within the municipality.

In line with the GME Terms of Reference, an annual report will be presented to Council at the conclusion of the financial year and quarterly reports will be provided throughout the year. This report provides a summary of the activities supported by GME for the period 1 July 2012 to 30 June 2013.

GME support the development and improvement of hallmark, major and developing events whilst focusing its activities on a clearly defined strategic program.

GME has established and maintains strong links with the private sector, government and our communities to achieve high levels of stakeholder investment and activity required to realise the events potential of Geelong.

Discussion

Meetings

GME convened twelve ordinary meetings in the period between 1 July 2012 and 30 June 2013.

Meetings are currently scheduled for the third Monday of each month commencing at 4.00pm and are generally held at City Hall. The meetings are open to the public and meeting dates are advertised in the Geelong Advertiser.

Strategic Outcomes

Key outcomes achieved for the year include:

• Geelong secured the 2013 – 2015 Victorian Open Golf Tournament held at 13^th Beach Links in February 2013.

• The Royal Geelong Yacht Club supported by GME was successful in securing the 2014 Melges 24 Sailing World Championship for Geelong to be held in January 2014.

Details of GME funding decisions for the period

During the period, GME provided a commitment of funding support to the following new and developing events to be staged in the next financial period:

Details of major events staged during the period:

During the period, GME supported the following major events which were staged in our region during the financial year of 2012/2013:

*The Final post event evaluation has not been completed for this event, therefore the pre-event estimated economic benefit has been used for this report.

Environmental Implications

GME has adopted a methodology for assessing event funding applications and event evaluations. This methodology measures the triple bottom line effect; Economic Impact, Social Impact and Environmental Impact.

Each GME funding application is assessed according to the methodology and a value is attributed to the perceived environmental benefit relative to the environmental negative impacts associated with the event.

Considerations of positive and negative impact include energy usage, and use of renewable sources, water usage, waste and or recycling generated, traffic congestion, use of non-powered transport options, pollution, destruction or damage to natural environments, event legacies of new or reinvigorated nature and resources.

The environmental impact for each event is assessed and where appropriate actions are identified to protect the environment.

Given the nature of events and the variety of events staged within the Geelong region via GME support, some are environmentally friendly while others manage the environmental impacts as well as possible.

The City plays a leading role in working with external agencies and event organisers to ensure that environmental implications are appropriately managed. Where practicable, event organisers are encouraged or incentivised to implement a variety of environmentally positive programs such as waste-wise and carbon offsets.

The events staged in this period implemented a range of programs to minimise their environmental impacts and to proactively provide positive legacies from their events. They included shuttle bus services to minimise traffic to and from the event, the use of recycled water for filling of traffic barriers and a carbon neutral tree planting program.

Financial Implications

GME provided $1,298,579 of sponsorship, underwriting and seed funding to 20 major events during the financial period, which was within the allocated budget.

The event expenditure estimated to be generated by the 20 events staged during the period July 1 2012 to June 30 2013 is estimated to be $65.9million. This event expenditure is estimated to support the equivalent of 527* full-time jobs in Greater Geelong and represents a Return On Investment for our community of 50.7.

*EFT calculation is based on GOT accepted methodology and sourced from the Tourism Research & Impact Assessment for the Geelong Otway Region, Feb 2007.

Policy/Legal/Statutory Implications

Council established the GME committee in August 1998 pursuant to Section 86 of the Local Government Act. The Committee operates within a defined Terms of Reference and Instrument of Delegation adopted by Council.

Via its ‘Councillor Portfolios’ & ‘Committee Representation for 2012/13’, Council endorsed Cr Ron Nelson (Chair), Cr Keith Fagg, Cr Bruce Harwood and Cr Kylie Fisher as the councillor representatives on the GME Committee for the period 2012/2013.

In supporting major events, contractual relationships are entered into, generally based on a standard contract prepared by Council’s solicitors.

Alignment to City Plan

In the City Plan 2013-2017, Council has identified Growing Our Economy as one of its four key strategic objectives. City Plan tells us that one of the important priorities in this area is to see Greater Geelong as a leading city for tourism, arts, culture and events. The GME Strategy is identified in City Plan as being a key strategy that will assist Council in delivering Growing Our Economy priorities.

In addition, City Plan identifies its key partnerships in this area as including events related groups such as Victorian Major Events Company, Victorian Events Industry Council, along with event owners and operators. These key relationships are maintained and enhanced through the actions of the GME committee.

Officer Direct or Indirect Interest

No officers involved in the preparation of this report have a direct or indirect interest in matters to which this report relates.

Risk Assessment

The management of risks associated with events is an important aspect to protect the community and the City’s assets. Particular attention is undertaken to identify potential risks with each event and ensure that the appropriate risk management treatments are in place.

Council via its Event Services Unit provides coordination and ongoing support of an Events Multi Agency Working Group (EMAWG) representing key approval bodies and agencies for events in the Geelong Region. EMAWG meetings are held on the second Tuesday of each month.

All high risk major events are required to present event plans to the Events Multi Agency Working Group. Feedback and advice is given to event organisers from the represented agencies and stakeholders on the working group.

The expertise within the City’s Risk Management Business Unit is also drawn upon to support events as and when required.

Social Considerations

GME make a significant contribution to the social, environmental and economic well being of the community. The major events often provide a legacy for future events and community use such as redeveloped or newly constructed infrastructure.

The events staged within this period provided social benefits for the local community through participation and spectator opportunities with 14 of these major events (70%) offering free public access and entertainment for all ages.

The 20 major events were attended by a total estimated 548,000 participants and spectators attended during the year.

Human Rights Charter

Some major events include road closures to allow for the safe delivery of an activity on road or restrict community access to public areas for limited periods of time.

An individual’s right to freely and securely participate in an event without the risk of injury to themselves or spectators is given the highest priority.

Public events provide significant benefits to the community and major events also provide significant economic benefit.

Strategies are in place to reduce the negative impact while enhancing the positive benefits to our community.

It is considered that any short-term negative impacts encountered by the hosting of these major events are justified and that all reasonable strategies have been put in place to mitigate or minimise the negative impacts wherever possible.

Consultation and Communication

All major events include various levels of consultation with a range of relevant parties, as deemed appropriate in each specific circumstance. Consultation may include key stakeholders, emergency services, businesses and residents in the vicinity of the event site, community groups, trader associations, tourism bodies and a variety of other groups or individuals which may be relevant to the event activity, location or impact.

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5. 2013-2014 Borrowing Provision (Confidential)

Cr S Kontelj moved, Cr Fisher seconded -

That in accordance with Section 89 (2) (d) of the Local Government Act 1989, this contractual matter be considered at the conclusion of all other business at which time the meeting be closed to members of the public.

Carried.

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6. Corio Landfill Tender (Confidential)

Cr S Kontelj moved, Cr Ellis seconded -

That in accordance with Section 89 (2) (d) of the Local Government Act 1989, this contractual matter be considered at the conclusion of all other business at which time the meeting be closed to members of the public.

Carried.

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