Council Minutes - Section B: Reports - 11 March 2014

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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. Amendment C288 – Adventure Park Bellarine Highway, Wallington – Consideration of Submissions

2. Geelong Botanic Gardens and Eastern Park

3. Geelong Gallery Triennial Funding Agreement

4. Draft Physical Activity Strategy

5. Financial Management Report – December 2013

6. Christmas in Geelong

7. Delegations from Council to Staff

8. Mayoral Support Services

9. Contractual Matter – Sale of Land (Confidential)

10. Contractual Matter – Sale of Land (Confidential)

11. Customer Services Face-to-Face Facilities (Confidential)

12. Audit Advisory Committee Summary Report (Confidential)

1. Amendment C288 – Adventure Park Bellarine Highway, Wallington – Consideration of Submissions

Purpose

The purpose of this report is to enable Council to consider submissions to Planning Scheme Amendment C288 applying to the Adventure Park land at Wallington.

Summary

• Amendment C288 resulted from an application on behalf of Adventure Park P/L (owned by the Salmon family) to rezone their 72.4ha site fronting Bellarine Highway and Swan Bay Road, Wallington from Farming zone to Comprehensive Development zone (CDZ), insert a new Schedule to the CDZ and incorporate the Adventure Park Comprehensive Development Plan into the Planning Scheme.

• The subject land is occupied by a major water-based theme park along the Bellarine Highway/Swan Bay Road frontages whilst the balance of the site is generally cleared ex-farmland.

• Rezoning of this land will recognise the substantial recreation and tourist facility on the land and rationalise the planning approval process for the on-going future development of the site.

• Amendment C288 was placed on public exhibition from 12 December 2013 until 27 January 2014. A total of 10 submissions have been received of which 5 either supported or offered no objection (applicant and service authorities) and 5 which either object or raise points of objection to the amendment.

• A number of points of objection have been raised which need to be addressed. Points of concern are that the new zone provisions and accompanying Comprehensive Development Plan do not provide clear guidance of likely future development, inadequacy of the 3 metres buffer landscape strip, lack of security/trespassing onto neighbouring farming properties, traffic issues and loss of residents’ rights to object to future planning permit applications.

Cr Macdonald moved, Cr Heagney seconded -

That Council having considered all submissions to Amendment C288 to the Greater Geelong Planning Scheme, resolves to:

1. request the Minister for Planning to appoint an Independent Panel under Part 8 of the Planning and Environment Act 1987;

2. refer all submissions to the Panel;

3. submit to the Panel its response to the submissions generally as outlined in this report with the exception of the proposed reduction of the permit trigger in Precinct 1 from 30 metres to 15 metres;

4. submit to the Panel that the permit trigger height in Precinct 1 be retained at 30 metres as exhibited, with the exception that accommodation and dwellings have a permit trigger of 15 metres.

5. that the Master plan comes back to Council for final approval.

Alternate -

Cr Farrell moved, Cr Ellis seconded –

That Council revert to original officer recommendation.

Lost.

The motion was put and carried. Carried.

Division Requested:

For: Crs Ansett, S Kontelj, E Kontelj, Fisher, Lyons, Harwood, Macdonald, Richards, Heagney, Irvine

Against: Crs Ellis, Farrell

Background

Amendment C288 resulted from an application made by Collie Planning P/L on behalf of Adventure Park P/L (owned by the Salmon family) to rezone their 72.4ha site from Farming Zone to Comprehensive Development (CDZ) zone, insert a new Schedule 3 to the CDZ and incorporate the Adventure Park Comprehensive Development Plan into Clause 80.01 of the Planning Scheme.

The subject land is occupied by a major water-based theme park along the Bellarine Highway/Swan Bay Road frontages whilst the balance of the site is generally cleared ex-farming land. Adventure Park is already a major tourist attraction on the Bellarine Peninsula and is Victoria’s biggest theme park. It currently operates between October and April each year, with the busiest times being warm summer days at weekends and in holiday period.

Adventure Park is in an area generally surrounded by farmland within a Farming zone. On the south side of both Swan Bay Road and the Bellarine Highway the land is zoned Rural Living and occupied by dwellings on 2 – 4 ha lots. Immediately opposite the site at Bellarine Highway Swan Bay intersection there is a dwelling and small vineyard.

Appendix 1 shows the current zoning of the land and surrounding area. Appendix 2 is an aerial photo of the same area. Amendment C288 recognises the substantial recreation and tourist facility on the land and rationalises the planning approval process for the ongoing future development of the land.

While a planning permit may be granted for the further expansion of Adventure Park under the Farming zone provisions (as has been occurring in the past), the purpose of the Farming zone primarily relates to the use, retention and protection of agricultural land.

Rezoning the land to a Comprehensive Development zone will:

• Recognise the existence of Adventure Park and its ability to be further developed in the future as documented in the planning scheme.

• Rationalise the requirements for planning permits for uses which are consistent with the Comprehensive Development Plan.

A copy of the Comprehensive Development Plan is Appendix 3. It divides the site into 7 separate precincts, each of which have been designated for different uses as shown on the indicative accompanying land use summary chart. The core of the existing Adventure Park operations fall within Precinct 1 and for the most part no permits will be required for new attractions within that precinct. In all other precincts, the new Schedule will require a permit for all new buildings and works. Any permit issued must be consistent with an approved masterplan to be prepared for that precinct.

The new Schedule requires Council approval of a detailed masterplan and traffic management plan which will require all planning and traffic issues to be addressed prior to the issues of a planning permit.

Discussion

Amendment C288 was placed on public exhibition from 12 December 2013 until 27 January 2014. Notices where placed in the Geelong Advertiser and Independent and sent to all nearby owners and occupiers and all relevant public authorities.

As a result of the exhibition of the Amendment the Council received a total of 10 submissions of which 5 either supported or offered no objection (applicant and public authorities) and 5 nearby landowners who either objected or raised some points of objection to the amendment.

Appendix 4 is a schedule which summarises all submissions received.

The following section of the report discusses the main points raised in the submissions.

Supporting submissions

All service authorities have indicated support for the proposed amendment although future specific works may trigger the need for works permits under their own legislation. VicRoads and Barwon Water have requested additional provisions be included in the new Schedule 3 to the zone to satisfy their requirements.

Officer response

The inclusion of additional provisions in the new Schedule as requested by Barwon Water and VicRoads are considered appropriate and are supported.

Objecting Submissions

All objecting submissions have raised consistent themes about the amendment documentation as follows:

• The proposed Schedule to the zone and the accompanying Comprehensive Development Plan do not provide a clear indication of the future development likely to occur on the land (i.e. it is too open-ended).

• The 3 metre landscape buffer strip around the periphery of the site is totally inadequate.

• Concern about security arrangements with the prospect of Adventure Park visitors trespassing onto adjoining properties and disrupting farming operations.

• Increase in traffic in both Curlewis Road and Swan Bay Road.

• The provisions of the zone which do not provide for any further input from local residents when future planning permit applications are lodged with Council.

• Concern about the venue operating on a year-round basis, extensions of operating hours and the impact on the amenity from visual and noise resulting from new “Gold Coast Style” developments.

• Concern about future building heights, particularly the 30 metre permit trigger in Precinct 1.

Many of the objecting submitters have indicated that the existing Adventure Park operations do not adversely affect them but believe the above issues need to be addressed to enable them to more fully assess potential future impacts.

Officer Response

The major point of concern raised by nearby neighbours in the uncertainty about the specific form of development likely to occur on the subject land which makes it difficult for them to assess potential future amenity impacts.

The Adventure Park owners do not wish to be bound by more detailed future development plans which at this stage remain uncertain. As a result, Council agreed to exhibit a Comprehensive Development Plan precinct-based approach with a requirement that prior to any further permits being issued a far more detailed masterplan needs to be submitted for Council’s approval.

The exhibited Amendment documentation provides no opportunity for further public input into the masterplan approval process. A fair and reasonable means of addressing concerns raised by neighbours about the uncertainty of future development proposals could be addressed by:

• Providing a requirement for Council to notify specified neighbours about all requests for approval of a masterplan; and

• Enabling neighbours to comment on all masterplan proposals and require Council to take into account all comments received in deciding whether or not to approve any masterplan.

Other changes which it is proposed be made to the exhibited Amendment documentation in response to the concerns raised by neighbours are:

• Increasing the width of the tree buffer around the perimeter of the Adventure Park land from 3 metres to 10 metres (as shown on the exhibited Comprehensive Development Plan). This should ensure an adequate visual buffer between future developments on the Adventure Park and neighbouring properties.

• Requiring the masterplan to outline security fencing arrangements with neighbouring property owners (which it would be expected to be chain-mesh fencing at least 2 metres in height installed at the developer’s cost).

• Requiring the Masterplan to specify maximum building height of all buildings and works (i.e. potential future amusement rides and attractions) and building setbacks from neighbouring properties.

• Reducing the 30 metres permit height trigger in Precinct 1 to 15 metres.

In the event that Council refers submissions to an Independent Panel as recommended in this report, it would be intended that new zone documentation be prepared and circulated to submitters in an effort to reach agreement with the parties prior to the formal panel hearing.

Some neighbours raised issues about increased traffic in Curlewis and Swan Bay Roads. However, it is considered these matters are capable of being addressed by the requirement in the exhibited schedule for the applicant to prepare a Traffic Management Plan prior to any further permits being issued on the Adventure Park land. As all access and egress to the site is proposed from Bellarine Highway and Swan Bay Road, it is recommended the Comprehensive Development Plan contain a notation that no access or egress to Adventure Park patrons is to be provided in Curlewis Road (other than emergency access). The narrow road pavement in Curlewis Road, which serves only rural properties, makes it unsuitable for substantially increased traffic use.

Clause 5.0 of the exhibited Schedule provides for exemption of notification of permit applications which are generally consistent with an approved masterplan. The proposal outlined above to provide neighbours with an opportunity to have input into the masterplan approval process may assist in reducing their concerns that permit applications will not be subject to the normal notification requirements.

Environmental Implications

The subject land comprises the existing intensively development Adventure Park surrounded by cleared land previously used for farming. Future development of the site will have no adverse environmental impacts.

Financial Implications

Amendment C288 has no financial implications.

Policy/Legal/Statutory Implications

The proposed Amendment is generally consistent with State and Council planning policies which are supportive of tourist development and protection of high quality natural landscapes. The Adventure Park site is well clear of any future planned urban settlements on the Bellarine Peninsula and as such the proposed Amendment is consistent with planning strategies contained in Clause 21.14 Bellarine Peninsula.

Alignment to City Plan

Amendment C288 supports the Growing our Economy strategic direction of City Plan, in particular the priorities of supporting the growth of existing businesses and promotion of tourism to attract visitors to the region.

Officer Direct or Indirect Interest

No Council Officers have any direct or indirect interest, in accordance with Section 80 (c) of the Local Government Act, to which this Amendment relates.

Risk Assessment

No risks have been identified in preparing and exhibiting a planning scheme amendment and referring submissions to an Independent Panel as recommended in this report.

Social Considerations

Adventure Park is an already popular recreation and tourism facility. Its expansion will further increase the recreational opportunities for Geelong residents and visitors, create further short and long term employment opportunities and generate benefits to the wider Geelong economy.

Human Rights Charter

Amendment C288 does not impact on any basic rights, freedoms and responsibilities as set out in the Charter. Planning legislation ensures an open community consultation process enabling people to freely express their views and obtain a fair hearing before an Independent Panel.

Consultation and Communication

Full public notification of the Amendment has been given in accordance with the provisions of the Planning and Environment Act. All adjoining and nearby residents received direct notification of the exhibition of the Amendment.

Appendix 1 Current Zoning

Appendix 2 – Aerial Photograph

2. Geelong Botanic Gardens and Eastern Park

Purpose

To provide information and an update on the Visitor Precinct business plan, the Geelong Botanic Gardens and Eastern Park Strategic Plan and current issues.

Summary

In November 2013 Council called for a report on the Geelong Botanic Gardens and Eastern Park seeking information on current issues and the timeline and cost for a business case for the implementation of a visitor precinct.

Geelong Botanic Gardens was gazetted in 1851 making it the third oldest Botanic Garden in Australia. Today we know this parcel of land as Geelong Botanic Gardens and the surrounding Eastern Park. Geelong Botanic Gardens has a positive reputation as a leading regional garden which is maintained to a high horticultural standard.

The Geelong Botanic Gardens primary role is to hold plant collections for the purposes of conservation, education, research and display. Its’ secondary role is a public garden as a place for:

• plants and people

• discovery and learning

• ideas and innovation

• community engagement and pride

• conservation and the environment

• and quiet contemplation

The management and strategic development of Geelong Botanic Gardens and Eastern Park is guided by planning documents as stated in the report.

The report outlines the status of current projects and highlights issues that require Council Support.

Cr Ellis moved, Cr Richards seconded -

That Council notes the report.

Carried.

Background

The management and strategic development of Geelong Botanic Gardens and Eastern Park is guided by planning documents:

• Eastern Park & Geelong Botanic Gardens Strategic Plan (2008)

• Eastern Park and Geelong Botanic Gardens (2010)

• Eastern Park & Geelong Botanic Gardens Visitor Precinct- Concept Plan (2010)

Management and development of plant collections is guided by the Botanic Gardens Conservation International (BGCI) and Botanic Gardens of Australia & New Zealand (BGANZ).

Eastern Park & Geelong Botanic Gardens have confirmed heritage value. They are listed on the Victorian Heritage Register, Register of the National Estate and 36 trees are listed on the National Trust of Australia (Victoria) Register of Significant Trees.

Friends of Geelong Botanic Gardens Inc formed in 1986 have supported the gardens for the past 28 years.

Discussion

Teahouse@GBG

This small facility provides catering service to general garden visitors, group bookings (booked tours and social groups) and on site events. The ability for the business to grow is limited by the small building and outdoor seating.

Teahouse@GBG is currently being leased through an expression of interest process with a new lessee to be in place by March 2014. The gap in service has generated some concern from both visitors and the Friends of Geelong Botanic Gardens who value the experience.

The lease deliverables have been re-scoped to reflect the high level of customer service expected at the venue and integration into the gardens business. The business opportunity includes provision of catering, developing group bookings, cross-promotional activities with the events program and themed menus which connect to the plant collection.

The current lease opportunity is seeking an operator who has entrepreneurial flair and ability to operate in a tourism setting which can be applied to developing existing opportunities to their full potential. The integration of the catering service into the gardens business is critical to its success and ensures that all visitors have a seamless and positive experience while at the gardens. The growth of the business enables the garden to develop a tourism product attractive to the group tour market from regional tours and the growing cruise ship business.

Geelong Botanic Gardens Conservatory

Geelong is fortunate to have a Conservatory and a collection of sub-tropical plants which provide a point of difference for this regional garden. It is being renovated to address structural issues with the building. Asbestos was discovered in the building during works adding to the project cost and altering the scope of works. The project requires funding of $260,000 to complete building works. The building will showcase a collection of sub-tropical plants and will be interpreted in public programs.

The renovation of the building enables Council to interpret the collection and tell stories about the world of plants. The discovery of coffee which is so heavily relied upon in modern society, vanilla orchids, threats to our rainforests are all stories we can tell. Through on site and web based interpretation, education program topics and school holiday programs the conservatory plants will be profiled and assist us to deliver our educational role.

The climate control system necessary to maintain suitable growing conditions will be integrated into the upgrade of the irrigation system. The landscape surrounding the building is to be redesigned to enable better access for individuals and groups to explore the displays and go further into the garden.

Friends of Geelong Botanic Gardens Inc

The Friends have provided support to the garden over the past 28 years. The current elements of the partnership are being confirmed through a Memorandum of Understanding which articulates shared roles and key responsibilities of both organisations.

In recent years the Friends have reassessed their ability to provide the full scope of services that they had developed over time. The volunteer organisations’ capacity to deliver activities in response to changes in legislative requirements and public expectations has changed dramatically over the Friends 28 years supporting the garden. An example of this is the recognition that a volunteer is a worker from an Occupational Health and Safety perspective. Garden staff are working closely with the Friends organisation to minimise risk to hands on horticulture volunteers working on site.

The Friends have divested themselves of the operation of the Teahouse (2011) and delivery of the Education Program (2013). The Friends continue to support the Education Program through the provision of $10,000 per annum. Friends have advised that their Music in the Gardens event will no longer run in its present form and will formally review the future of the event in March 2014.

Eastern Park & Geelong Botanic Gardens Visitor Precinct

Geelong Botanic Gardens receives approximately 120,000 visitors per annum; visitation to surrounding Eastern Park is unknown. The entire site was originally Geelong Botanic Gardens and is now perceived as a separate entity to the broader Eastern Park. Primary role of the Visitor Precinct is to provide a sense of place for EP & GBG through the development of a front of house for Geelong Botanic Gardens, community hub, education and community engagement.

The Visitor Precinct bookends the Geelong Waterfront and is a key destination with strong relevance to Vision II and the Central Geelong Action Plan. It has synergy with tourism drivers including the cruise ship business currently being serviced by the gardens.

Visitor Precinct concept has received general support particularly in terms of a solution to the need to enable the Botanic Gardens business to grow and to address a series of facilities issues. Other proposed developments in Eastern Park include the Mineral Springs and Conference Centre and require consideration.

Development of the business plan will establish the viability of the concept, clarify its scope and establish its priority as a major project. Benchmarking the concept plan with similar developments associated with public open space for example Observatory Gate at the Royal Melbourne Botanic Gardens is relevant as is identifying local business opportunities. Identifying funding sources, opportunities to engage existing and emerging partners to build the impetus to develop and utilise the space is an important part of the project.

Eastern Park & Geelong Botanic Gardens Visitor Precinct Concept Plan will create an opportunity to maximise the cultural experience and develop a greater sense of place and connection to central Geelong. The business case will establish a clear understanding of the problems and benefits of the concept and a strategy to develop the precinct. A funding bid of $120,000 for the 2014-15 year has been submitted for Council consideration.

Visitor Facilities Geelong Botanic Gardens

The high standard of horticultural maintenance of the botanic gardens is currently not matched by an appropriate standard of visitor facilities. The drive to further enhance and grow the gardens business is currently limited by existing facilities. The growing demand and business opportunities from visitors, school groups, wedding bookings and tour groups is not being met and the opportunity to package the botanic gardens with other tourism product is limited by our ability to provide appropriate service for groups. Permanent toilet facilities and shelter are the highest priorities.

Toilet Facilities Geelong Botanic Gardens require upgrading in the short term in order to meet the growing demand from visitors, wedding bookings and tour groups. Toilet facilities are currently provided through rented temporary / portable toilet blocks costing $18,000 per annum. This type of facility does not meet the expectations of the approximately 120,000 visitors per annum and places limitations on our ability to develop tour company group business. A project concept has been costed at $180,000 to build the appropriate facilities.

There is an additional opportunity to activate the Curators Residence and surrounding garden as an interim facility to service the gardens education program. A concept for the development of a sustainable edible garden is being developed. An additional concept to use the residence for the Botanic Art program including workshop space and artist in residence programs could be explored. Should this use be implemented then the meeting room could then be used as teaching space for the schools education program which is currently weather dependent.

Geelong Botanic Gardens Irrigation System

Irrigation is essential to the conservation of the gardens extensive plant collections, heritage trees and lawns. Should this project not be fully funded to completion sections of the garden and nursery will not be functional. The gardens nursery which supplies plant material to the garden and parks throughout Geelong is currently watered by hand incurring a significant labour cost which could be allocated to other maintenance activities.

Geelong Botanic Gardens Irrigation System requires upgrading and has been redesigned. Year 1 of a 4 year project is complete with the installation of tanks and pumps to distribute recycled water from the Eastern Park storm water harvest dam. The capital project currently has a shortfall of $200,000 which is expected to increase as no contingency was allowed in the project.

Eastern Park & Geelong Botanic Gardens Strategic Plan

An update on key achievements to date:

• Action 11. Creation of new shared path; criterion track

• Action 12, 13, 16, 17, 18 have been included in the Eastern Park Tree Planting Plan. Key elements delivered to date include the delivery of plantings during 2011 Northern Avenue, 2012 402 trees & 2013 269 trees. New avenue and specimen plantings. Action 16 Screening the Depot, new plantings 2012. Action 17. Planning underway to restore historic avenue between playspace and Holt Rd intersection. Action 18 restore flying fox colony new plantings established.

• Sustainable Water Use, Action 20. Storm water harvest dam. Geelong Botanic Gardens Irrigation system upgrade 2013-17

• Actions 1-5, pedestrian movement. Accessibility, connection between facilities, integration of avenue plantings. Ryrie St Playground and pedestrian access underway. Accessible pedestrian access from Garden St a priority.

Environmental Implications

The irrigation project in particular protects the environmental values through the conservation of plant material.

Financial Implications

Delivery of the Visitor Precinct and upgrades to infrastructure will result in ongoing recurrent costs for maintenance. The ability for the precinct activities to generate income will be assessed as part of the business plan.

Policy/Legal/Statutory Implications

The Geelong Botanic Garden complies with all relevant policies and legal requirements.

Alignment to City Plan

The delivery of the Visitor Precinct and the Geelong Botanic Gardens & Eastern Park master plan aligns with the City Plan 2013 – 2017 under the Sustainable Built and Natural Environment:

• Protecting and restoring our biodiversity.

• Engaging the community in protecting our natural areas.

• Continuing the development and implementation of reserve master plans in order to improve the quality of public open spaces.

• Building community and agency partnerships.

Officer Direct or Indirect Interest

There is no officer direct or indirect interests associated with this report.

Risk Assessment

Risk assessments will be required for the components of the strategic plan as they are implemented.

Social Considerations

The broader users of / visitors to Eastern Park will need to be consulted with during the detailed design phase.

Human Rights Charter

The Human Rights Charter has been considered as part of this process and there are no known conflicts with the twenty rights listed.

Consultation and Communication

The Visitor Precinct project will involve consultation with key stakeholders of Geelong Botanic Gardens and Eastern Park. The wider community will have the opportunity to provide input into the detailed design stage through an extensive public consultation process.

3. Geelong Gallery Triennial Funding Agreement

Purpose

The purpose of this report is to seek Council approval for a new Triennial Funding Agreement between the City of Greater Geelong and the Geelong Gallery (Appendix 1).

Summary

• The Geelong Gallery’s holdings of historical and contemporary art are widely acknowledged as one of the finest and most valuable collections held by a regional gallery in Australia.

• The purpose of the Funding Agreement is to establish the minimum performance levels to be provided by the Geelong Gallery, the method of reporting those performance levels, and the level of funding provided by Council for the delivery of those performance levels – key performance indicators (KPI’s).

• This is the fifth Triennial Funding Agreement which will cover a period of significant challenge for the Geelong Gallery with major building works for the Geelong Library & Heritage Centre (GLHC) immediately adjacent to and connecting into the Gallery.

• Performance indicators have traditionally increased in each Agreement in line with minor budget increases and in recognition of steadily improved performance by the Gallery. With detailed design for the GLHC finalised and understanding of the impact of the physical works on the Gallery’s operation, amendments to the KPI’s for the next two years have been made. For example, due to the major building works the KPI’s for visitor numbers has been maintained not increased as some planned shows have had to be postponed or cancelled and works are likely to interrupt visitors’ experience and lead to occasional temporary exhibition closures.

• A major review took place towards the conclusion of the third Triennial Agreement. A further review will occur prior to the development of the sixth Triennial Agreement in the context of the development of the Geelong Gallery Business Case, Council’s new 2015-2025 Cultural Strategy and the opening of the GLHC.

• As asset owner Council is required to comply with all its regulatory maintenance obligations. This is included in the Triennial Agreement, subject to Council’s annual budgetary considerations.

• A copy of the draft triennial Agreement containing the KPIs and annual funding allocations is attached (Appendix 1.)

Cr Richards moved, Cr Heagney seconded -

That the report be deferred.

Carried.

4. Draft Physical Activity Strategy

Purpose

The purpose of this report is to seek endorsement for the public release and call for community comment on the Greater Geelong Physical Activity Strategy 2014-2017.

Summary

• Regular physical activity is one of the most important things you can do for your health and the Greater Geelong Physical Activity Strategy 2014-2017 seeks to outline Council’s role in increasing community physical activity levels.

• The City of Greater Geelong can positively contribute to the health and wellbeing of the community by making physical activity the easy choice.

• This can be done through careful and considered design of public spaces and the built environment, and by ensuring the needs of people are paramount when making decisions about the spaces in which they live, learn, work and play.

• The Strategy focuses on identifying cost effective physical activity interventions such as facility development, policies, programs and services that are most likely to succeed in increasing people’s ongoing participation in physical activity.

• The Strategy provides a clear direction for supporting active travel as the most cost effective approach to increasing participation in physical activity across Greater Geelong.

• The Greater Geelong Physical Activity Strategy delivers on Action 3.1 in the Municipal Public Health and Wellbeing Plan 2013-2017.

• Feedback from community and stakeholders will be sought through a four week public exhibition period.

Cr Irvine moved, Cr Fisher seconded -

That Council approve release of the draft Greater Geelong Physical Activity Strategy 2014-2017 for public comment for a period of four weeks.

Carried.

Background

The need to address physical activity in our community beyond the traditional role of sport and recreation facility provision was identified by the City of Greater Geelong and the G21 Sport and Recreation Pillar in their Strategic Directions and Action Plan 2012/2013.

Development of the Greater Geelong Physical Activity Strategy has been primarily resourced by VicHealth funding through the BE ACTIVE initiative.

An overall report has been developed for the G21 region with broad recommendations. Specific strategies including local action plans have been developed for the City of Greater Geelong and Colac-Otway Shire.

The main body of the report provides an overview of the importance of physical activity and the ways in which the City of Greater Geelong can help to create environments that support physical activity in the community, based on specific interventions supported by national and/or international literature.

An accompanying Background Report provides a summary of the research and consultation outputs which led to the development of the actions contained within this strategy. An evidence review summaries key points from documents and research papers assessed as part of the project.

Discussion

In order to create a healthier community, a strategic approach needs to be adopted to encourage physical activity at every opportunity in people’s daily lives.

It is imperative, therefore, that the City of Greater Geelong recognises that participation in physical activity is a cornerstone of good health and wellbeing and that such participation contributes to the building of successful, connected and active communities.

Non-communicable disease such as obesity, overweight and Type Two diabetes can have a profound effect on the health and wellbeing of individuals, families, communities and workplaces.

The percentage of people living in Greater Geelong who are overweight or obese (53.8 per cent) is higher than the rate of overweight or obese people living in Victoria. Based on the Victorian Population Health Survey (2008) the percentage of adults participating in the recommended levels of physical activity participation is 63.6.

Whilst physical inactivity is a whole of community issue and can affect anyone, those members of the community who are less likely to be active are women, older adults, people from culturally and linguistically diverse communities, people with a disability, Indigenous Australians and people with a low socio-economic status.

Specific initiatives need to be implemented that take into consideration the needs of these communities and to address their barriers to participation.

Various interventions have been investigated at a national and international level to determine which strategies have the most impact on physical activity participation.

Overwhelmingly, research indicates that there is not one simple solution and that multiple whole of community approaches are needed to increase physical activity levels.

Based on the evidence review of over 50 publications, including a systematic review of incidental physical activity community based interventions undertaken by the City of Greater Geelong, the best investments for physical activity, as determined by the British Journal of Sports Medicine (2012) and Heath et al (2012) are (in no particular order):

1. Whole of school programs (e.g. provision of game equipment and painted markings in playgrounds to encourage physical activity)

2. Transport policies and systems that prioritise walking, cycling and public transport (e.g. active transport programs such as walking school bus and tools to encourage active transport to work)

3. Urban design regulations and infrastructure that provides for equitable and safe access for recreational physical activity and recreational and transport-related walking and cycling across the life course

4. Physical activity and non-communicable disease prevention integrated into primary health care systems.

5. Public education, including mass media to raise awareness and change social norms of physical activity (e.g. encouraging stair use over escalator use through signage and stairwell upgrades)

6. Community-wide programs involving multiple settings and sectors that mobilise and integrate community engagement and resources

7. Sports systems and programs that promote ‘sport for all’ and encourage participation across the lifespan

The actions listed in the action plan have been identified from consultations with stakeholders, staff across Council and the evidence review as those actions most likely to have an impact of physical activity.

Environmental Implications

The Greater Geelong Physical Activity Strategy includes actions that will improve the environment across the City of Greater Geelong. A key focus and direction of the Strategy is the promotion of Active Travel. Strategies that seek to improve pedestrian and cycle infrastructure, urban design and that facilitate active travel will facilitate more people to choose sustainable modes of transport.

Financial Implications

Development of the Greater Geelong Physical Activity Strategy has been funded through the VicHealth funding initiative BE ACTIVE. City of Greater Geelong and Colac-Otway Shire respectively funded their local action plans.

The appointment of an Active Travel Officer has been identified as critical to the implementation of the plan. A budget proposal for this position has been prepared for in the 2014/2015 budget process.

The cost of actioning other components for the plan will be the subject of business cases in subsequent budgets. External sources of funding will also be sought.

Policy/Legal/Statutory Implications

The development of the Greater Geelong Physical Activity Strategy is not a statutory requirement but is closely integrated with the Municipal Public Health and Wellbeing Plan that is a requirement of the Public Health and Wellbeing Act 2008.

Specifically the strategy has been developed in response to Action 3.1 in the Municipal Public Health and Wellbeing Plan ‘Develop and support implementation of the Geelong Region Physical Activity Strategy’.

The strategy is also identified as a key initiative in the G21 Health and Wellbeing Plan 2013-2017 to harness the combined interest across pillar groups to increase levels of physical activity across our population.

Alignment to City Plan

The Greater Geelong Physical Activity is aligned to City Plan 2013-2017 and seeks to address the City Plan’s three strategic priorities for Community Wellbeing: Healthy Lifestyles, Healthy Environments and Connected, Creative and Strong Communities.

A number of proposed actions also seek to address priorities identified under the strategic priority for Sustainable Built and Natural Environment.

Officer Direct or Indirect Interest

No officer involved in the preparation of this report has any direct or indirect interest to the advice provided in the report.

Risk Assessment

The appointment of an Active Travel Officer to support populations to engage in active travel has been identified as critical to the implementation of this plan.

The most effective way to achieve many of the objectives and actions contained within this physical activity strategy and to ultimately increase physical activity participation within our community is to appoint an Active Travel Officer.

The appointment of such an officer is therefore pivotal to the success of this Strategy.

Social Considerations

The Greater Geelong Physical Activity Strategy reinforces Council’s commitment to addressing the determinants of physical inactivity and recommends strategies that seek to address the whole population in addition to specific groups who are traditionally not as active as other members of the community.

The strategy recommends actions that will improve participation in physical activity by specific groups in the community so that a more equitable approach to physical activity opportunities and resources can be implemented.

Human Rights Charter

In order to assist the City of Greater Geelong to develop an environment that is fully supportive of Physical Activity, a series of guiding principles have been adapted from the Toronto Charter for Physical Activity: A Global Call to Action (2010). These principles explicitly consider issues relating to diversity, equity and community participation and empowerment.

Consultation and Communication

The Greater Geelong Physical Activity Strategy has involved an evidence review comprising of documents and articles related to physical activity within the City of Greater Geelong and Colac Otway Shire, as well as initiatives and research at a national and international level.

It also involved a review of recent consultation outcomes from a range of studies that were underway concurrently or just completed, including the Greater Geelong City Plan, the City of Greater Geelong Municipal Early Years Plan, and the G21 Health and Wellbeing Plan.

Two stakeholder workshops were conducted in Geelong and Colac with relevant community health, sport and recreation, strategic planning, engineering, transport and disability workers from Local Government Authorities and various community based organisations. Key stakeholder interviews were also held with representatives from these particular areas of expertise.

5. Financial Management Report – December 2013

Purpose

The Quarterly Financial Report for the period ending 31 December 2013 is prepared as a requirement of Section 138 of the Local Government Act 1989.

Summary

• Council approved amendments to the adopted Budget on 27 August 2013 and variances are reported based on comparing ctual to amended budget.

• The recurrent operating surplus for the half year is $1.1M, being $10.7M favourable to amended budget and reflects favourable performance and timing issues.

• The non-recurrent surplus for the half year is $15.9M, being ($8.1M) unfavourable to budget with unfavourable Recognition of Infrastructure.

• Capital expenditure for the year to date is $31.6M against a year to date projection of $39.2M, which is $7.6M underspent to projection.

• The cash and investment balance of $51.0M is $9.7M favourable to budget.

Cr S Kontelj moved, Cr E Kontelj seconded -

That the Quarterly Financial Management Report to 31 December 2013 be endorsed by Council.

Carried.

Background

The report is prepared as a requirement of Section 138 of the Local Government Act 1989 which requires that at least every three months a statement be presented to Council comparing the budget with the actual revenue and expense for the financial year-to-date.

Discussion

Operating

The December Management reports are provided in the following table to report year-to-date performance and full-year projection performance versus budget.

The Adopted Budget was amended by Council on 27 August 2013 to include Carryover Capital and discretionary projects, plus other Capital and recurrent amendments.

The impact on the Recurrent Expenditure Budget is ($16.92M), consisting of carryover discretionary projects funded in 2012-2013, plus other budget amendments including adjustment for early receipt of first two quarters Grants Commission funding in June 2013.

The impact on Non Recurrent income was $1.60M for carryover of capital income from 2012-2013 projects, plus other budget amendments.

The amended capital expenditure budget included an additional $40.39M to complete 2012-2013 Projects, including Corio Landfill Rehabilitation, Ocean Grove Integrated Children’s Centre, Leopold Community Hub and Barwon Heads Early Learning Centre.

Other budget amendments reduced total budget by $0.69M.

The following major variances to budget contributed to this result:

Recurrent Income

Recurrent Expenditure

The capital program is $7.58M underspent compared to Projection year to date, with projects behind Budget schedule as follows:

The month end cash and investments balance was $50.96M. This was $9.67M favourable to budget, mainly due to favourable recurrent surplus $10.72M.

Council has future commitments for $24.5M, which are fully cashed back:

The Landfill Provision balance is currently $18.9M.

Environmental Implications

There are no environmental implications arising from this report.

Financial Implications

As detailed in the attached report.

Policy/Legal/Statutory Implications

The report is provided in accordance with requirements under the Local Government Act 1989.

Alignment to City Plan

This report contributes to responsible and sustainable financial management as aligned in Council’s City Plan objective on How We Do Business.

Officer Direct or Indirect Interest

Council staff preparing this report have no direct or indirect interest.

Risk Assessment

There are no risk implications arising from this report.

Social Considerations

There are no social implications arising from this report.

Human Rights Charter

There are no known positive or negative effects.

Consultation and Communication

The attached report is provided for information and public record and is available from the Council Governance or Financial Reporting units.

6. Christmas in Geelong

Purpose

To seek Council endorsement for the preparation of concept designs and specifications for the Christmas in Geelong program.

Summary

• A review of the Christmas in Geelong strategy is paramount to meet growing community expectations and provide vibrancy to Central Geelong.

• The existing strategy has been in place for 11 years with minimal budget increases.

• The Christmas program urgently requires updating to ensure that it reflects Geelong’s position in the global arena.

• There is a need to commence works immediately on concept designs and specifications to provide new upgraded options to council for 2014-2015 and future years.

• The Christmas program aligns with City Plan objectives of Community Wellbeing and other strategies such as the Central Geelong Action Plan to create a thriving place where people can live, gather together, play and have fun.

Cr Heagney moved, Cr S Kontelj seconded -

That Council approve $40,000 unbudgeted expenditure this financial year to enable concept designs and specifications to be developed for the Christmas in Geelong program, which incorporates catenary lighting, Central Geelong tree lighting, and projections for use throughout the full year in an annual program.

Carried.

Background

In 2002 a strategy was developed to replace the outdated and dilapidated Christmas decorations. While the strategy has been reviewed over the years, suggestions and program improvements have been subject to normal business case review. The City to date has determined in the main to maintain and refurbish existing decorations rather than allocate resources to capital programs.

In keeping with the Mayor’s vision for Geelong as an International City it is considered opportune to review the Christmas in Geelong program.

Discussion

To ensure that the City presents a clear direction for a Christmas program that’s comparable with international cities, it is recommended that $40,000 be initially committed to the engagement of consultants to establish design concepts and preliminary engineering drawings for Christmas in Geelong.

Concepts need to be developed now if any of the items are to be ready for Christmas 2014, subject to 2014-2015 budget consideration.

The Mayor’s Christmas vision includes an additional 4 key elements, whilst maintaining the existing Christmas program:

1. Iconic Christmas piece

   This may include a glittering crystal Christmas tree suspended on a pontoon on Corio Bay, reflecting the dazzling sunlight and sparkling waters.

or

A large scale land based Christmas tree installation that would capture and entertain the community.

2. Catenary – suspended lighting and decorations

   The catenary system can be suspended via wall-mounted brackets mounted on a number of buildings fronting onto Geelong’s main streets. The catenary support wires from the brackets are attached to stainless steel frames, which in turn support longitudinal cables and LED feature lighting. Decorative Christmas pieces can be suspended from the stainless steel frames and cables.

   The advantage of this system is that it can be used for year round events, promotions and street lighting opportunities.

3. Central Geelong Tree Lighting

   Lighting can provide a celebratory ambiance to the City in the evenings. The lighting of iconic trees around Geelong would present quite a spectacle during the Christmas season. This aligns with the Central Geelong Action Plan to create a thriving place where people can live, gather together, play and have fun.

4. Projections

   Projections differ from standard lighting in that it can totally change the form of the building using graphics and text. Striking images can be achieved using simple images and whilst there is only a small window of opportunity, generally after sunset and before midnight, there is no comparison to the spectacle that can be created for events.

   Whilst infrastructure costs are considerable there would be multiple uses for projections and is consistent with the recommendations of the Public Arts Strategy recently endorsed by Council.

5. Supporting the existing Christmas in Geelong program

   As part of the budget considerations, the existing program will also need to be resourced.

   This vision is consistent with existing strategies such as Christmas in Geelong, the Public Arts Strategy and Central Geelong Action Plan which are subject to business case and budget approval.

Environmental Implications

There are no environmental implications.

Financial Implications

Program expenditure of $40,000 would be unbudgeted in 2013/2014. There are no readily identifiable savings to offset this expenditure. Council will be advised of any offsetting savings in the quarterly Financial Management reports as projection changes.

Capital expenditure on Christmas decorations over the last 3 years include $66,974 2011-2012, $53,042 2012-2013 and $126,747 2013-2014. The annual recurrent cost of installation and dismantling total approximately $90,000 to $100,000 per year.

Proposed capital expenditure for Christmas 2014 will be considered as part of the 2014/2015 Budget.

There may also be a need for an increase in recurrent funding associated with Capital expenditure which at this stage cannot be adequately scoped.

Policy/Legal/Statutory Implications

There is no other policy, legal or statutory implication associated with the Christmas program.

Alignment to City Plan

Aligns with City Plan, How We Do Business.

Officer Direct or Indirect Interest

No Council Officers have any direct or indirect interest that impacts on this report.

Risk Assessment

There are no known risks, however any risk that may arise will be managed within the framework of the City’s adopted Policies, Procedures and Risk Management strategies.

Social Considerations

The Christmas program will assist the City to be presented in a comparable manner with international cities.

Human Rights Charter

There are no known positive or negative effects.

Consultation and Communication

The Christmas program will be promoted on the City of Greater Geelong’s website, via social media and in local media.

7.Delegations from Council to Staff

Purpose

To update the delegations from Council to members of Council staff, incorporating changes to legislation as advised by Maddocks lawyers.

Summary

• Section 98 of the Local Government Act 1989, section 188 of the Planning and Environment Act 1987, section 58A of the Food Act 1984 and other legislation empowers Council to delegate its powers duties and functions to appropriate Council officers

• Whilst most delegations to staff are in the form of sub-delegation from the Chief Executive Officer, there are a small number that require specific delegation from Council.

• Updated delegations reflect recent legislative amendments that are advised by Maddocks lawyers bi-annually.

Cr S Kontelj moved, Cr Macdonald seconded -

In the exercise of the powers conferred by section 98(1) of the Local Government Act 1989 (the Act) and the other legislation referred to in the attached instrument of delegation, Greater Geelong City Council (Council) resolves that -

1. There be delegated to the members of Council staff holding, acting in or performing the duties of the offices or positions referred to in the attached Instrument of Delegation to members of Council staff (Appendix 7-1), the powers, duties and function set out in that instrument, subject to the conditions and limitations specified in that instrument.

2. The instrument comes into force immediately the common seal of Council is affixed to the instrument.

3. On the coming into force of the instrument all previous delegations to members of Council staff (other than the Chief Executive Officer) are revoked.

4. The duties and functions set out in the instrument must be performed, and the powers set out in the instruments must be executed, in accordance with any guidelines or policies of council that it may from time to time adopt.

Carried.

Background

These delegations are based on a model developed and maintained by Maddocks Lawyers who are engaged to provide an update service and include legislative changes up to December 2013.

The delegation model is based on:

1. Delegations from Council to the CEO

2. Delegations from Council to members of Council staff

3. Sub-delegation from the CEO to Council staff.

This report addresses delegations from Council to members of staff.

Discussion

The proposed delegations of Council to members of staff detail sections of Acts and Regulations and nominate officers by position title to undertake specific powers, duties and functions on behalf of Council.

Delegations were last approved by Council in August 2013.

The changes in the December update relate to provisions in the Planning and Environment Act 1987 and the Planning and Environment Regulations 2005 due to legislative amendments and clarification by Maddocks in regard to particular powers, duties or functions.

Attachment 1 to the Instrument of Delegation sets out the complete schedule of the relevant powers, duties and functions being delegated.

Attachment 2 lists the changes from the previous delegations approved in February 2013.

Environmental Implications

There are no environmental implications relative to this report.

Financial Implications

There are no financial implications relative to this report.

Policy/Legal/Statutory Implications

The delegation schedule has been prepared in accordance with the Maddocks lawyer’s model.

Alignment to City Plan

How we do business.

Officer Direct or Indirect Interest

No officer involved in the preparation of this report has a direct or indirect interest.

Risk Assessment

A properly prepared system of delegations minimises the likelihood of officers acting outside their powers and exposing Council to unacceptable risk. Regular review of the delegations ensures accountability and responsibility for decisions when the decision makers are identified. Delegations can be subject to legal scrutiny in courts and tribunals.

Social Considerations

There are no social considerations relative to this report.

Human Rights Charter

No Human Rights are affected by the contents of this report.

Consultation and Communication

All delegations are published on Council’s internal website, Cityweb.

Appendix 7-1

Greater Geelong City Council
Instrument of Delegation to Members of Council Staff

In exercise of the power conferred by section 98(1) of the Local Government Act 1989, and the other legislation referred to in the Schedule (Attachment 1), Greater Geelong City Council ("Council") by this instrument:

1. delegates each duty and/or function and/or power described in columns 1 and 2 of the Schedule (and summarised in column 3 of the Schedule) to the member of Council staff holding, acting in or performing the duties of the office or position described opposite each such duty and/or function and/or power in column 4 of the Schedule;

2. delegates each duty and/or function and/or power described in columns 1 and 2 of the Schedule (and summarised in column 3 of the Schedule) to any member of Council staff to whom a member of Council staff listed in column 4 of the Schedule reports;

3. declares that a delegate is not authorised by this Instrument of Delegation to:

1. determine any planning permit application which any Councillor requests be referred to the Development Hearings Panel, Planning Committee or Council and such request is made before the delegate has made a decision on the permit application; or

2. exercise the power conferred by the Planning and Environment Act 1987 to determine upon any application in cases where six or more objections to the grant of the permit have been made.

3. refuse a permit under Section 52(1A) of the Planning and Environment Act 1987.

4. declares that–

5. 1. this Instrument of Delegation is authorised by a resolution of Council passed on 11 March 2014 and

   2. the delegation authorised by a resolution of Council passed on 13 August 2013 is revoked; and

   3. the delegation:

   1. comes into force immediately the common seal of Council is affixed to this Instrument of Delegation;

   2. remains in force until Council resolves to vary or revoke it;

   3. is to be exercised in accordance with the exceptions, conditions and limitations set out in the Schedule and with the guidelines or policies which Council from time to time adopts.

   4. must be exercised in accordance with any guidelines or policies which Council from time to time adopts; and

   4. the delegate must not determine the issue, take the action or do the act or thing:

      1. if the issue, action, act or thing is an issue, action or thing which Council has previously designated as an issue, action, act or thing which must be the subject of a Resolution of Council; or

      2. if the determining of the issue, taking of the action or doing of the act or thing would or would be likely to involve a decision which is inconsistent with a

         1. policy; or

         2. strategy

         adopted by Council; or

      3. if the determining of the issue, the taking of the action or the doing of the act or thing cannot be the subject of a lawful delegation, whether on account of section 98(1)(a)-(f) (inclusive) of the Act or otherwise; or

      4. the determining of the issue, the taking of the action or the doing of the act or thing is already the subject of an exclusive delegation to another member of Council staff

8.Mayoral Support Services

Purpose

This report focuses on the need to provide additional support to the Mayor.

Summary

• The increased profile and expectations of the Directly Elected Mayor continue to grow and operational changes are necessary to support his role.

• Temporary additional Mayoral support arrangements have been made with the hire of a contractor, social media support and other support costs since election of the Mayor. The estimated costs of the temporary arrangements to June 2014 are $155,000.

• The Mayor has requested that the temporary arrangement for a contract position of Executive Officer to the Mayor be confirmed as an ongoing role.

• It is proposed to discontinue the contract position, in favour of a full time salaried position aligned to the term of the Mayor and reporting to the Chief Executive Officer.

• Other Mayoral support costs will be included and considered as part of the 2014-2015 budget development.

• In order to implement some of these changes, $150,000 of capital works is required to the Mayors Office.

Cr E Kontelj moved, Cr S Kontelj seconded -

That Council endorse the requirements for additional Mayoral support services including the advertising and appointment of the new position titled Executive Officer to the Mayor.

Procedural Motion:

Cr Farrell moved, Cr Fisher seconded -

That the report be deferred.

Lost.

Division Requested:

For: Crs Farrell, Fisher, Irvine, Richards

Against: Crs Ansett, S Kontelj, E Kontelj, Ellis, Lyons, Harwood, Macdonald, Heagney

The motion was then put and carried. Carried.

Division Requested:

For: Crs Ansett, S Kontelj, E Kontelj, Ellis, Fisher, Lyons, Harwood, Macdonald, Heagney

Against: Crs Farrell, Irvine, Richards

Background

As a key part of delivering administrative support for the Mayor and Councillors, a review of administrative support services was undertaken by the Manager of Customer Services and Councillor Support following the 2012 General Council Elections. It is appropriate to continue review of support arrangements in response to increased demand for Mayoral support services.

Cr Lyons commenced his appointment as the City’s Directly Elected Mayor in November 2013. Following his appointment, Cr Lyons required high-level support for the Office of the Mayor and a contractor was subsequently appointed for a fixed term contract with provision for extension of contract. A position description for a full time role to be known as Executive Officer to the Mayor has since been developed.

The Mayor has requested that the temporary arrangement be confirmed as an ongoing role from the expiration of the contract. It is proposed to discontinue a contract position in favour of a full time salaried position aligned to the term of the Mayor and reporting to the Chief Executive Officer.

The Mayor’s social media sites have grown exponentially since his appointment. It is acknowledged that this level of interest requires substantial administrative support.

Both of these arrangements are currently impacting 2013-2014 expenditure with anticipated unbudgeted costs of $155,000 to 30 June 2014.

Discussion

There is a need to formalise ongoing Mayoral support arrangements. Temporary additional Mayoral support arrangements have been in place with engagement of a contractor, provision of social media support and other costs since election of the Mayor. The Mayor has requested that the temporary arrangement for a contract position of Executive Officer to the Mayor be confirmed as an ongoing role.

It is proposed to discontinue a contract position in favour of a full time salaried position aligned to the term of the Mayor and reporting to the Chief Executive Officer.

This position has a key role in providing advice, support and assistance to the Mayor across a broad range of activities and where necessary, acts for the Mayor on administrative and policy matters. The total employment cost proposed at $190,000 has been market tested and is inclusive of salary, on-costs and other employment costs (i.e. iPad, iPhone, expenses).

The position would report to the Chief Executive Officer while working closely with the Mayor, Councillors and Officers. The contract would be for a fixed term to coincide with the Mayor’s term of office.

The Mayor has escalated the use of social media as a powerful communication tool for Council. The ability to communicate with thousands of people has ensured that Geelong is now recognised internationally. Monitoring social media internally ensures that the messages being delivered are consistent with Council’s vision and goals. Social media by its nature is particularly active after hours including prior to the start of the working day, late at night and on weekends. This requires council officers to work an extended after hours roster seven days a week.

The direct impact of additional Mayoral support is the need to expand and accommodate the Mayor and support staff. A reconfiguration of accommodation within City Hall would be a one off capital commitment and is estimated at $150,000. This cost will be included as part of budget deliberations

Environmental Implications

Not applicable.

Financial Implications

The Executive Officer to the Mayor position description has been independently assessed by Hays and equates to a Senior Officer contracted position with total employment cost proposed at $190,000. This cost will be included in 2014-2015 budget development.

Increased expenditure in the 2013-2014 financial year of $155,000 to cover contractors engagement, social media support services and transport costs will need to be covered by under expenditure in other areas of Council.

Council will be advised of any offsetting savings in quarterly Financial Management reports as projection changes.

Policy/Legal/Statutory Implications

The provision of a Senior Officer position will need to comply with statutory requirements.

Alignment to City Plan

How We Do Business.

Officer Direct or Indirect Interest

No officer involved in the preparation of this report has a direct or indirect interest.

Risk Assessment

Not applicable.

Social Considerations

Council has a responsibility to ensure that services provided to the community are equitable, accessible and that resources are used efficiently to meet the needs of the community.

Any alteration to the existing staffing structure will take into consideration the social implications of any proposed changes to current service delivery.

Human Rights Charter

The City of Greater Geelong provides a mix of customer contact options to allow easy access to the City for all through web, phone, face-to-face, and written channels.

Consultation and Communication

The Executive Officer to the Mayor position will be advertised internally and externally in accordance with the requirements of the Local Government Act.

9.Contractual Matter – Sale of Land

Cr Harwood moved, Cr Richards 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.

10.Contractual Matter – Sale of Land

Cr Harwood moved, Cr Richards 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.

11.Customer Services Face-to-Face Facilities

Cr Harwood moved, Cr Richards seconded -

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

Lost.

12. Audit Advisory Committee Summary Report

Cr Harwood moved, Cr Richards seconded -

That in accordance with Section 89 (2) (h) of the Local Government Act 1989, this 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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