Council Minutes - Section B: Reports - 30 July 2019
Contents | Previous Page: Section A - Procedural Matters | Next Page: Section C - Notice of Motion
Contents | Previous Page: Section A - Procedural Matters | Next Page: Section C - Notice of Motion
Reports tabled at the Ordinary Meeting of Council on Tuesday date held at the Council Conference and Reception Centre in City Hall, 57 Little Malop Street, Geelong.
Golf Facilities Strategy (Stage 1 – Existing Leased Courses)
Community Events Funding Allocation to Diversitat to Sponsor Pako Festa 2020 to 2022
UNESCO Creative Cities Network Annual General Meeting, Fabriano, Italy 2019
Tender T1900042 Additional Contractors for the Supply of Concrete and Concrete Works
Contractual Matter (Confidential)
Contractual Matte (Confidential)
Source: |
Community Life – Connected Communities |
Director: |
Robyn Stevens |
Portfolio: |
Leadership and Governance |
To note the second report to Council from the Youth Council Advisory Committee.
Twelve local young people have been elected to the new Greater Geelong City Council Youth Council Advisory Committee (Committee), and during their 12 month term will serve as the region's official 'youth voice'.
Aged between 12 and 16, the Youth Councillors represent a wide spread of local towns and suburbs, with three representatives from each of the four Council wards - Bellarine, Brownbill, Kardinia and Windermere.
The Committee meets once a month at City Hall. The Junior Mayor presents the group's findings and recommendations to Council on a quarterly basis.
The Committee will also be responsible for organising an annual youth summit.
Junior Mayor, Josie Horne, will present the second of her four Youth Council presentations during 2019 about the Committee's findings and recommendations as set out in the annual plan. Refer presentation (Attachment 2).
The focus of the Junior Mayor’s second presentation is to highlight Youth Council achievements since May, to provide further information about the Youth Councillors and their portfolio directions, and outline specific goals for the next two months.
A 2019 Councillor Connect Mentoring Program has been developed to provide a structured program for Youth Council members to connect with their respective Ward Councillors. The mentoring program aims to support the Youth Councillors to develop skills in civic leadership, community participation and engagement.
Councillor Harwood moved, Councillor Grzybek seconded -
That Council notes the second report to Council from the Youth Council Advisory Committee.
Carried.
Funding for the Youth Council program and activities has been allocated as part of Council’s annual budget process.
The Youth Council members attended and presented at the 2019 Youth Awards, which was a highly successful event. The Youth councillors will be attending a number of Youth Drop In groups around Geelong to gain essential feedback from young people. The key engagement will be the Youth Summit in October 2019.
The Youth Council provides an opportunity for young people to contribute to and be included in civic life.
The activities of the Youth Council comply with the Committee's terms of reference.
The key priorities outlined in the annual plan align with council plan priorities of:
Improved health and safety of our community – consult with the community on safety issues that are impacting them;
A more inclusive and diverse community – further developing programs that support young people in our community;
Effective environmental management – educating and assisting our community; and
Organisational leadership, strategy and governance – communicating and engaging with the community.
No City officers or contractors who have provided advice in relation to this report have declared a conflict of interest regarding the matter under consideration.
The Committee will provide advice to Council on specific issues relating to young people in our community.
There are no environmental implications.
Source: |
Community Life - Social Planning and Investment |
Director: |
Robyn Stevens |
Portfolio: |
Social and Infrastructure Planning |
To seek Council endorsement to release the draft Social Infrastructure Planning and Investment Policy for broader community consultation for a period of six weeks.
Council invests more than one-third of its annual expenditure toward social infrastructure (services and facilities) across the municipality.
The 2016 Council Transformation Program identified the review of the social infrastructure plan as a priority project, aimed at providing an evidence-based, long-term plan that will guide Council’s future investment in social infrastructure.
The Council Plan 2018-2022 identifies the Council vision ‘Putting the Community First’, indicating that social equity is a key consideration for delivering future services and facilities, with a strategic priority for ‘informed social infrastructure and planning’.
In April 2018, Council resolved to review and revise the Social Infrastructure Plan (SIP) 2014-2031, following preliminary engagement with the community.
During 2018 and 2019, the City has undertaken extensive community and Councillor engagement as part of the review. The engagement has provided insight about the community’s social infrastructure needs, as well as highlighting some of the key matters the community believes Council should consider when making decisions about social infrastructure investment.
An outcome of the SIP review is the proposal to develop a policy that outlines Council’s approach to making social infrastructure investment decisions. In addition, a plan that clearly identifies future priorities for investment in social infrastructure will be developed and presented to Council once the policy is finalised and endorsed.
The draft policy (Attachment 3) establishes a set of principles to guide future decisions, articulates the role of the City in social infrastructure planning and delivery, and outlines the criteria and processes the City will rely on when planning and making future investment decisions.
The draft policy aims to ensure that investment decisions are consistent with, and guided by, Council’s commitments of ‘putting our community first’, delivering on the social equity framework and ensuring sustainability.
Councillor Aitken moved, Councillor Murnane seconded -
That Council approve the release of the draft Social Infrastructure Planning and Investment Policy (Attachment 3 of this report) for community consultation.
Carried.
There are no budget requirements associated with the delivery of the Social Infrastructure Planning and Investment Policy or the development of the subsequent plan.
Council is committed to processing investment decisions fairly and transparently. The draft policy outlines how Council and the City of Greater Geelong will make investment decisions in the future.
Generally, the key funding mechanisms available to deliver social infrastructure are; the annual Council budget, internal and external grants and funding contributions from clubs or community organisations.
In April 2018, Council resolved to review and revise the Social Infrastructure Plan 2014-2031, following preliminary engagement with the community.
In response to the initial engagement findings, and in alignment with the Council Plan’s priority of working towards more informed social infrastructure planning, it was identified that a new social infrastructure policy and plan was needed to guide our resources to deliver infrastructure, services and programs to the community in a sustainable way.
Between August and December 2018, the City undertook extensive community and stakeholder engagement to inform the drafting of a new policy and plan. The engagement provided insight from the community about their social infrastructure needs, as well as insight into the matters the community believed Council should consider when making decisions about social infrastructure investment.
The purpose of the engagement was to involve individuals, clubs and community groups, peak governing bodies and Councillors alike, to help develop a clearer understanding of the needs and priorities for the municipality as well as identify what the community believes should be driving our decision making.
Multiple engagement approaches were used throughout the process and included the following:
Multilingual engagement opportunities, via an online survey and online mapping tool (1,064 survey respondents);
Stakeholder workshops and community focus groups, including over 40 representatives from the health, community, sport and related service sectors;
School holiday program activities to capture insights from young people; and
A series of face-to-face ‘meet and talks’ with 25 community groups and clubs.
A series of cross-departmental meetings and four Councillor workshops were conducted throughout the development of the draft policy, between December 2018 and May 2019. The series of workshops with Councillors focussed on the development of the draft Social Infrastructure Planning and Investment Policy.
A clear need and directive emerged from the engagement process in relation to the policy and its function. Key stakeholders, Councillors and the organisation are seeking a policy and tool that is:
simple;
flexible;
adaptable and responsive; and
fair.
Engagement with our community, key stakeholders and interested parties directly informed the development and function of the draft policy and it responds to the needs and preferences indicated by our community, with reference to their desire for much needed clarity around roles, responsibilities and how decisions are made.
‘Our Community Places and Spaces’ Summary Engagement Report (Attachment 4) details the high-level themes and findings of the engagement to date.
The draft policy represents Council’s commitment to fair and equitable decision-making and to striving for social equity in the infrastructure and services we deliver for our community.
The draft policy explicitly incorporates the principles of social equity, consistent with Council’s endorsed Social Equity Principles (2018). The aim of adopting these principles is to drive greater consideration of equity when making decisions regarding the provision of social infrastructure across the City.
The draft policy is proposed as a Council Policy to both guide the decisions of Council and also provide guidance to the City on the matters that Council wishes the organisation to consider when providing advice for decisions.
If endorsed, following community consideration and feedback, several policies that are either currently under review and/or will be required to be reviewed in line with the new guiding policy have been identified, these are:
Grants, Donations and Sponsorships Council Policy (2013);
Asset Management Policy (2012);
Community Facilities Partnerships Policy (2006);
Open Space Policy (2003) and the associated Approval Procedure for Open Space Development Projects (2008);
Swim, Sport and Leisure Services Policy (2012); and
Children's Services Policy (2012).
There are no other legal or statutory implications arising from the subject of this report.
The City of Greater Geelong Council Plan 2018 – 2022 outlines how we will work towards making Greater Geelong a clever and creative city-region. It will guide our resources to deliver infrastructure, services and program to the community in a sustainable way.
The draft policy delivers on the strategic priority of the Council Plan that calls for ‘informed social infrastructure and planning’ and sets the foundation for Council’s commitment to ‘strive for social equity in the infrastructure and services we deliver for our community’.
The draft policy also guides future decision making on a number of key priorities related to ‘informed social infrastructure and planning’ as outlined in the Council Plan, these priorities are:
providing more quality spaces that support active lifestyles;
supporting the growth of localised and regional sporting facilities;
delivering accessible and attractive community infrastructure, based on community need;
advocating and planning for a range of social and affordable housing options; and
maintaining our public open space.
No City officers or contractors who have provided advice in relation to this report have declared a conflict of interest regarding the matter under consideration.
The lack of an existing policy position related to the planning and investment of social infrastructure, in conjunction with inconsistent systems and tools for decision making, is unsustainable and confusing. If not addressed there is a risk that the community will become increasingly frustrated with the lack of clarity, inequity across the various networks will remain and fair access to services may be impacted. This means Council may not be able to deliver on their objective for fair and equitable decision making and for social equity in the infrastructure and services we deliver for our community.
Sustainability, including environmental sustainability, is a key principle that underpins the draft policy and is proposed to form part of Council’s decision-making process in relation to social infrastructure planning and investment.
What is social infrastructure?
Social Infrastructure relates to places and spaces of a communal, human or social nature that is required, by the different areas of the community, and progressively as a community grows. Social infrastructure provides for both informal and formal places and spaces providing access to community activities and services.
Social infrastructure is the sum of both ‘hard’ infrastructure (community facilities and public open space) and ‘soft’ infrastructure (support services, technology, information sharing, management systems, data and insights).
The importance of social infrastructure
The provision of social infrastructure, in partnership with our community and key stakeholders, is essential for the health, wellbeing and economic prosperity of our community.
Social infrastructure plays a key role in promoting social cohesion by providing focal points for community activity and providing places for people to meet and connect. It also provides opportunities for economic growth and serves as a key attractor for people to live, work, visit and play in our City.
Council faces many challenges that are impacting the ability to deliver and maintain infrastructure, including; significant population growth, the state of our ageing assets, some gaps in provision, emerging technologies, constrained funding opportunities and changing community expectations and legislation.
The draft Social Infrastructure Planning and Investment Policy
The draft policy aims to provide Council and the City of Greater Geelong with a guide for prioritising investment decisions and to provide our community with a clear understanding of Council’s role and how decisions are made.
The draft policy builds on the previously endorsed objectives of being equitable, accessible, adaptable, integrated and sustainable and aims to ensure a fair and equitable approach to how investment is made in community places, spaces and services.
Our Commitments
Social infrastructure is essential for the health, wellbeing and economic prosperity of the community.
The City will continue to ensure the provision of quality social infrastructure and play a key role in promoting social cohesion by providing focal points for community activity and places for people to meet and connect. The City’s social infrastructure also provides opportunities for economic growth and serves as a key attractor for people to live, work, visit and play in the City.
The City aims to be an inclusive, diverse, healthy, equitable and socially-connected community. The City will focus on addressing particular needs and obstacles faced by the community and priority groups across different areas of the municipality (including rural, coastal and urban areas) to ensure that investment decisions and processes are fair and transparent.
The City will strive for social infrastructure investment to keep pace with the scale of growth and to positively and sustainably shape the City for future generations to enjoy.
‘Putting Our Community First’ means using evidence and insights to deliver equity and access for all.
The City will plan and invest in services and infrastructure based on a clear set of principles and objectives to deliver on Council’s commitment of putting our community first.
The City will invest in social infrastructure that is consistent with its principles and with a particular focus to deliver social equity and accessibility.
The City will use evidence and community insights to inform its decision making.
The City will rely on processes that ensure there is transparency and that the community have a say in the planning and investment decisions the City makes.
Exploring new opportunities and embracing new ways of working, to ensure the community gets the social infrastructure it needs.
The City will take a strategic and holistic approach to planning and investing in social infrastructure that focuses on delivering community benefit and outcomes, embracing different ways of identifying the needs and delviering outcomes.
The City will commit to a coordinated effort with all levels of government and will continue to explore opportunities to partner with the private and not-for-profit sectors in order to meet community needs and outcomes.
The City will continue to plan and invest in new facilities and services and continue to monitor what is provided to ensure community needs are being met.
We will achieve these commitments by working to a set of principles. The following principles underpin the City’s planning and investment decision making.As a principle we will:
consult and engage with the community and stakeholders;
be driven by evidence of need and the benefit to the community;
provide access to services where it is needed, in a timely way;
align decisions with Council’s role, strategic priorities, and needs of the community; and
demonstrate fairness and transparency in decision making.
Our role - going back to our roots
Throughout the engagement process there was an acknowledgement of the need to move towards a new way of doing things – one where our role is to be a stronger advocate, facilitator, planner and change leader, not always the provider of everything in the first instance.
The draft policy signals an important shift in how our role is defined in the planning and provision of social infrastructure. By ‘going back to our roots’, Council and the City of Greater Geelong will play a stronger role in advocacy, leadership, planning and service development and have a particularly strong focus on partnerships and capacity building to better support our community.
While the City of Greater Geelong will continue to ensure the community has access to the social infrastructure it needs, it will also have a strong focus on partnerships in the delivery of social infrastructure with the view to increase Council’s capacity to respond to needs in the community and maximise the community benefit that can be achieved from investments in social infrastructure.
Relationship to the revised Plan
Following community consideration and feedback, the Social Infrastructure Planning and Investment Policy will set the direction for, and be supported by, an updated Social Infrastructure Plan.
The revised Social Infrastructure Plan (SIP) will outline the needs of our community, identify investment priorities and the way forward to ensure that people know what is planned in the place that they live. It will be developed once the policy is finalised and endorsed by Council.
The SIP is intended to provide Council and the community with a single and more integrated strategic summary of Council’s investment priorities over the next 1-4 years. The SIP will also outline the transition requirements associated with the implementation of the policy more broadly.
Source: |
Community Life - Leisure and Recreation Services |
Director: |
Robyn Stevens |
Portfolio: |
Social and Infrastructure Planning |
To seek endorsement from Council to proceed with the recommendations for the existing leased golf courses as Stage One of the Golf Facilities Strategy implementation.
In April 2019 Council endorsed the draft Golf Facilities Strategy for consultation. The Golf Facilities Strategy proposes a three year transition to club-based management models that would provide greater autonomy for the local golf clubs and discontinue the City’s role in directly operating golf facilities. The City invited feedback on the draft Golf Facilities Strategy for an eight week public exhibition period. Nine submissions were received through the Have Your Say website. A summary of the submissions is contained in Attachment 2. In addition, Council officers communicated with all seven golf clubs currently on Council owned or managed land being: Balyang Par 3, Barwon Valley, Clifton Springs, East Geelong, Lara, Ocean Grove and Queens Park. Each of these facilities are currently operating under different management models.
During the most recent consultation it has emerged that the four leased courses including: Barwon Valley, Clifton Springs, East Geelong and Ocean Grove clubs are being managed sustainably and at no cost to the City. However, lease arrangements with Clifton Springs and East Geelong are due for renewal in the near future and these clubs are being charged significant rent. It is proposed that these be addressed more immediately and in doing so, provide longer term certainty for the clubs and ensure there is fairness and equity across all future lease arrangements.
The recent consultation has also identified ‘in-principle’ support from the Lara and Queens Park golf clubs to transition to full operating leases over time. However, further negotiation and detailed consultation is required, particularly in regard to water sustainability and asset renewal liabilities. This will ensure future sustainable management arrangements can be agreed upon and implemented.
Councillor Aitken moved, Councillor Murnane seconded -
That Council:
Endorse officers to negotiate reduced rental arrangements for East Geelong and Clifton Springs golf clubs to address the current inequity with other leased courses, including review of Council rates applied and noting the City will have no direct service provision with these courses; and
Note Queens Park and Lara golf clubs have requested additional time to submit their responses, and the draft Golf Facilities Strategy will be finalised once these clubs confirm their preferred approach for the future management model of each course. The results of this further consultation will be presented back to Council for a decision at a later date.
Carried.
Four of the seven golf courses are currently leased to clubs that operate them at no cost to the City. The strategy recommends the City reviews and implements low-rent leases to support clubs to be financially sustainable for the long term.
There will be a reduction in the rental and rates income to the City as a result of introducing low rent arrangements at the leased courses.
Comprehensive community engagement was undertaken including presentations to each club on the draft strategy. The consultation opportunities included:
Meetings and overview presentations with each club on the draft recommendations.
The City invited feedback on the draft Golf Facilities Strategy for an eight week public exhibition period. A total of 822 page views and nine submissions were received through the Have Your Say website. A summary of the submissions is contained in Attachment 2.
Requests for each club to provide a formal submission on their recommendations noted in the draft Golf Facilities Strategy.
The four leased courses have expressed support for the recommendations with formal submissions received from East Geelong and Clifton Springs golf clubs. Ocean Grove and Barwon Valley golf clubs declined the offer to provide a formal submission, but have confirmed they are supportive of their existing lease low rent and long term leases. Both Ocean Grove and Barwon Valley clubs have indicated they will be seeking funding support from the City for major clubroom upgrade projects.
Queens Park and Lara golf clubs requested additional time to submit their responses, noting they indicated in-principle support for club-based management models implemented in a staged approach. Concerns expressed about water sustainability and asset renewal liabilities with the greens and fairways, club houses and water infrastructure.
The strategy is underpinned by strategic principles to ensure that social equity and access are key considerations in the future sustainable provision of clubs and facilities in the municipality. These included:
Delivering community benefit – the City supports golf in the community and seeks to optimise the social, community, environmental and economic benefits generated from golf. The City will offer support and monitor performance of golf clubs and facilities operating on Council land with a focus on ensuring they are addressing the challenges and opportunities of the contemporary golf club and facility.
Supporting golf clubs and facilities – the City will not directly operate golf facilities but will support golf clubs and facilities operating on Council land through low-rent, long-term tenure with requirements for tenant golf clubs to:
Meet governance standards and performance benchmarks to develop sustainable business models;
Develop long-term capital investment plans; and
Be guided and influenced by community interests, needs and aspirations, actual participation trends and demographic characteristics.
Ensuring publicly accessible golf facilities – all golf clubs and facilities operating on Council land under low-rent leases must provide an agreed percentage of their available green-fee times for public play at casual green-fee prices set within ranges agreed with the City annually.
Any long term lease arrangements will be advertised in accordance with statutory requirements of the Local Government Act 1989.
The strategy aligns with a number of Council Plan objectives including:
Improved health and safety of our community;
Informed social infrastructure and planning; and
A more inclusive and diverse community.
A strategic principle of the strategy proposes integration with the City’s recreation and leisure strategies which include the City’s Social Infrastructure Plan.
No Council officers or contractors who have provided advice in relation to this report have declared a conflict of interest regarding the matter under consideration.
The draft strategy proposes a staged transition to a club-based management model for six of the seven courses. The City will work closely with the clubs during the implementation over the three years to ensure any risks to the clubs financial sustainability are mitigated. These club-based management arrangements will require significant volunteer support in the day-to-day management and maintenance of the courses.
Should clubs be reluctant to explore club-based management models, commercial lease arrangements will be considered as an alternate option for the service delivery.
Water sustainability is an ongoing risk that will require support and advocacy from the City to ensure long term recycled water and irrigation efficiency practices can be achieved. The majority of clubs are well positioned with sustainable water management practices, which included warm season grass conversions on fairways.
Long term asset renewal funding is a risk for many courses in terms of clubhouse infrastructure. The City will continue to support and advocate for renewal projects through the City’s Community Investment Support Fund programs.
A strategic principle of the strategy is a focus on conserving and protecting the environment. Golf clubs and facilities on Council land must protect and enhance the natural and cultural environments, particularly areas of remnant vegetation, habitat and indigenous cultural value.
The City will support and advocate for water sustainability projects and initiatives led by the golf clubs.
The strategy advocates for the upgrade of the Queens Park irrigation system for greater efficiency in the ageing infrastructure. Planning and design has been undertaken for Stage One; replacement of the existing irrigation system and associated upgrades, and for Stage Two; storm water harvesting and dam infrastructure.
The City will continue to advocate for and explore sustainable recycled water opportunities for Lara Golf Course on the conclusion of the Barwon Prison recycled water agreement.
Summary of submissions received on the draft Golf Facilities Strategy
In accordance with the Council resolution, the community and golf clubs were invited to make submissions. Nine submissions were received as listed below.
As this was not a statutory submission process, it is not appropriate to make private details publicly available.
Submission 1
I take up to 4 clients with acquired brain injuries to Balyang Par 3 on a weekly basis. The golf course is important from a social and meeting perspective. The staff are also fantastic to deal with.
Submission 2
How can providing the Greater Geelong with Golf facilities be a burden on the council. If Council Management looked at their own structures within the council maybe that's where they will find the solution to cutting costs within the council. Is the Geelong Council now just becoming a Landlord, where is the drive of wanting to become a Greater Geelong. Leasing out golf courses especially Queens Park which is one of our best council operated course in Geelong, what standards will now be set. Local jobs are going to be effected and the transition to these staff have already been handled with lack of compassion.
What is this council coming to, hard to believe we need such extensive management structure within the council the actual workers are the ones that are always effected. You’re a disgrace City of Greater Geelong.
Submission 3
The current discussion document fails to address key components of management. If the Queens Park GC committee were to undertake full management there would need to be a full understanding of current income and expenditure. Changing demographics paint a rosy picture for increased participation yet despite population increase in the past, participation has declined.
Also what would be the Council contribution to social amenity. Also, there are currently economies of scale in operation in terms of facility management. What considerations would be put in place to accommodate the changes. In addition sub leases are in operation for both the Golf Shop and Catering. This is another issue to be addressed. So many issues but few details addressing them.
Submission 4
So glad I left Geelong and moved away the GCC are stupid and lazy they don't care about the Geelong residents. They never look after the facilities that is: Golf, sporting clubs, library, public toilets and council services. Queens Park Golf Course is rubbish and not worth the money they charge for green fees. The library is appalling and their council service is rubbish. All they care about is putting up the rates and giving people parking tickets. Lara golf club was never looked after. Now they want to close them what a joke. Glad I left sleepy hollow good bye forever.
Submission 5
If there are Golf sites in the North open to the idea of FutGolf similar to Curlewis that may be a method to extend their services. Other options would be to reduce their size and open the area up to an adjoining sporting group.
Lara for example if reduced to a very high quality 9 hole course with a renewed office/amenity hub, then converting the other space into 3 or 4 soccer (rectangular) pitches with car park and change rooms services would expand the serviceability of the area to the ever growing needs of soccer. Clubs bursting at the seams like North Geelong Warriors, Elcho Park Cardinals, Lara United as well as Rugby, Gridiron could all benefit with high use of the area.
Not to mention the hosting of Mini-roos gala days where thousands of people come out each weekend and options to host large scale annual tournaments like Bendigo and Shepparton do and draw a very large travel/tourism benefit. Would be a pity to see the area turned over commercially, when there are sporting/community needs to help refresh the usage of it.
Submission 6
As a small not for profit club it is very difficult to raise funds to pay expenses such as: rates and rental which total more than $20,000 per annum. We also spend just over $70,000, not including wages, to maintain the golf course and surrounds to ensure it is always looking the best it can for locals and visitors passing by.
We are looking forward to the outcome of the councils Golf Strategy and hoping that we can obtain a permanent reduction in both our rates and rental for the land that the golf club is situated on.
Submission 7
Thanks for your meeting / presentation at Clifton Springs Golf Club on Friday 24th May 2019. It was well received and very informative.
Firstly, regarding the councils golf strategy, as discussed, this doesn't really apply to Clifton Springs Golf Club as we are already doing what the strategy is recommending.
Moving forward, Clifton Springs Golf Club are very keen to finalize a new long term lease from council at the earliest opportunity.
As per discussions at the meeting we would like to see the following incorporated into a renewed lease agreement.
A lease term of 20/10/10 year’s minimum at a "peppercorn rate - approximately $800 per annum to align it with other council owned golf course lease agreements.
Removal of the annual rate payment currently paid by the golf club to council.
In the future should an option to buy the course arise, the golf club would like to be given first opportunity to purchase the land outright.
In the future council to assist in some capacity in asset capital upgrade costs. (that is: dam construction)
Please pass on our thanks to the other team members involved in the process and keep us informed of future progress.
Submission 8
Below are some of my observations of the volunteer run golf management model proposed:
Over the last few years there has been significant reduction in both golf members and green fee players.
Membership revenue and green fee income is insufficient to cover both the cost of operations and capital expenditure,
Members are demanding course closure from green fee players during competitions, especially the higher the membership fees are.
Public courses cannot change what the private courses do, hence the dependence on free volunteer labour to keep the membership and green fees to a level that members and general public can afford, otherwise it will become an elite sport.
Problems with a volunteer managed business it that it is very inefficient, very political and only a small number of the total membership contributes their time. The large percentage of membership do not contribute nor want to.
To cover the operations and capital works/equipment expenses, clubs need an additional non golf income stream. In most cases this is from providing a bar and restaurant facilities. This again takes toll on scarce volunteer numbers, and in some cases requires employment of labour which significantly reduces the profit available to fund the course.
Volunteer committees change composition yearly providing a continually different priority/agenda every twelve months.
Very hard to provide long term goals due to changing agendas by ever changing committee.
Many committees made up of people not really wanting to be on them.
Golf committee/volunteers are made up mainly of senior members of the community that have retired and have the time to contribute. Unfortunately they can be stuck in their ways and not very progressive.
To support this model I feel that:
Clubs will require more external funding for both golf course and non-golfing assets, especially for capital items.
Sharing of resources, especially across smaller clubs. One man green keeper clubs do not get a chance to take holidays as there is no one skilled to take over. Costly equipment that is only used once or twice a year could be shared.
Sharing of expertise from Council resources in irrigation, golf operations, marketing.
More marketing expertise to get more members and green fee plays which then reduce the reliance on Council resources.
Maybe opportunity to reduce costs of large items such as chemicals, insurance, materials through the buying power of the Council.
Submission 9
Thank you for the invitation to comment on the Draft Golf Facilities Strategy 2019 – 2021 from the perspective of the Geelong National Servicemen who immeasurably benefit from these facilities.
I particularly wish to address that part of the Strategy which refers to the Balyang Par 3 course which states: “Balyang Golf Course – during 2019 Council will explore alternative management models and efficiencies to the current operation. In 2020, a decision on the future operation of Balyang will be considered. Subject to approval, Council will implement the operating model transition in 2021”.
Members of the National Servicemen’s Association make us of the facility weekly. Some participate in the Tuesday and Saturday competitions, but the majority meet for our regular Friday competition, which has been a feature of our association for nearly two decades.
Our members wholeheartedly endorse the Executive Summary’s contention that golf, “promotes physical and mental wellbeing (particularly for older Australian’s) e.g. health, social interaction and self-esteem. Golf contributes to the social and community development e.g. volunteering and inclusion. Golf provides valuable open and maintained green space area e.g. flora, fauna and habitat. Golf stimulates local economic development”.
The age cohort of the Nasho golfers range from the mid-seventies to an esteemed regular participant aged ninety-four. The overwhelming majority of our members are recipients of a full or part time pension.
Our members wish to endorse the support and hospitality offered by the manager and staff at Balyang who go out of their way to ensure both the golf and time of social interaction following the competition are a highpoint each week. I trust the City appreciates the patience and work ethic of the Balyang staff.
The only caveat I would draw your attention to would be a concern of the Facilities Strategy resulted in an increase in the annual concessions fees for membership or a downgrading of the quality of the course.
Source: |
Economy, Investment & Attraction - Economic Development and Events |
Director: |
Brett Luxford |
Portfolio: |
Tourism and Events |
To seek Council endorsement to enter into a three year sponsorship agreement with Diversitat to support the delivery of the Pako Festa Festival from 2020 to 2022.
Pako Festa is one of Victoria’s largest multicultural events. Held in the Geelong community, the event sets the benchmark for integrating multicultural communities into a single event. The event promotes the diversity of cultures that are present in Greater Geelong.
Pako Festa is organised and managed by Diversitat, a non-profit incorporated association, whose core mission is to ensure that ethnic groups, organisations and individuals are given the opportunity to develop their potential and fulfil their aspirations.
Diversitat estimates that the single day event, held in a closed section of Pakington Street, Geelong West, attracts approximately 115,000 people, including 33 different multicultural groups and 60 community groups.
The City of Greater Geelong has traditionally funded Diversitat to deliver Pako Festa via Geelong Major Events (GME). Pako Festa has been funded for the past 18 years with the latest contractual arrangement for funding of $82,000 concluding with the 2019 event.
Diversitat have again applied for funding through GME however given the nature of the event it is deemed to not fit the criteria for GME funding.
Diversitat have requested that Council match State Government funding of $150,000 per annum for a 3-year period. This is a significant increase on previous funding and there is no strong justification for the large increase in funding.
Councillor Grzybek moved, Councillor Kontelj seconded -
That Council:
Acknowledge the ongoing commitment of Diversitat to supporting our local multicultural community through the delivery of the annual Pako Festa;
Authorise the Chief Executive Officer to enter into a 3-year sponsorship agreement with Diversitat to provide financial support of $100,000 per year;
Allocate funding for the 3-year sponsorship agreement ($100,000 per annum) from the Council’s Community Events Fund; and
Continue to support Pako Festa with in kind use of public assets.
Carried.
Division Requested:
For: Councillors Aitken, Grzybek, Kontelj, Harwood, Mason, Sullivan, Nelson
Against: Councillor Murnane
To support the request for funding from Diversitat for the Pako Festa, Council will be required to identify the source of funds as this amount was not allocated in the 2019-20 budget.
Council approved in the 2019-20 budget $300,000 for the development of a Community Events Fund. This fund will be administered through the Community Investment Support Fund and application guidelines for this fund are being finalised.
Funding to support Pako Festa can be allocated from the Community Events Fund. Should Council support the recommendation of $82,000.00 this will leave $218,000 available in the pool. Funding for years 2021 and 2022 will be directly referred to Councils annual budget.
In addition to the financial support provided to Diversitat for this event there is also in-kind support including: free use of the Geelong West Town Hall and marketing support through Events Geelong.
In the course of organising the event Diversitat will engage with its 43 affiliated groups to seek their participation in Pako Festa.
Diversitat and Council’s Event Services Unit will engage with various organisations including VicRoads, VicPol, and traders as part of the event permit process to ensure the impact of the event is limited.
The event is a key event to engage the local community in a celebration of cultural diversity.
In supporting Diversitat request for funding, Council is demonstrating a commitment to support one of Geelong’s most significant cultural community events. The Pako Festa is viewed as a true celebration of cultural diversity for our region and the community.
Pako Festa is a free multicultural street festival that has been running since 1983. The 2019 festival was the 37th time that the event has been held. The event is has been organised and managed exclusively by Diversitat, a local non-profit incorporated association, for almost 20 years. Diversitat state that they represent 51 affiliated ethnic groups and over 45,000 people of non-English speaking backgrounds in the Geelong region.
The festival is an opportunity for local and regional cultural groups to promote cultural diversity and educate the broader community of the beauty and enriching capacity of multiculturalism and community arts.
There are no known policy/legal or statutory implications. Pako Festa will be required to obtain an event permit to hold the event on public land. This is managed through Council’s Event Services Unit.
The Pako Festa supports Council Plan item number 3 – A more inclusive and diverse community with a key priority being ‘advocating for inclusive, multicultural activities and respect for cultural diversity’.
No City officer who provided advice in relation to this report have declared a conflict of interest in relation to this report.
The recommended funding to support delivery of Pako Festa in 2021 and 2022 are subject to the Community Events Fund being approved in the corresponding Council annual budgets.
The risks associated with the running of the event are managed through safety and emergency management plans that are assessed by emergency services.
There are no known environmental issues associated with this event.
The festival is a one day community event held in Geelong West. The event occupies a number of public spaces including:
Pakington Street (closed between Gordon Avenue and Waterloo Street)
West Park
Albert Street & Hope Street off street car parks
Geelong West Town Hall
The core focus of Pako Festa as a community festival will remain the same into the future. Diversitat have identified that potential event growth may come through programming or the introduction of new elements that complement the celebration of cultural diversity found in the Geelong region.
Pako Festa is held as a major fundraiser for the local cultural community groups. The festival budget operates on a break-even basis with Diversitat underwriting any expenditure over runs.
The event is well supported by sponsors and receives income from traders and vendors. The Office of Multicultural Affairs & Citizenship (State Government) has provided grant funding for several years and has increased its contribution from $100,00.00 to $150,000.00 for the next 3 years (2020 – 2022).
The City has provided letters of support to back the increase in State Government funding of the event in order to reduce the reliance on funding from Council.
Council has funded Pako Festa via Geelong Major Events (GME) for 18 years. In 2019, the event received $72,116 from GME and an additional one off grant of $10,000 as a result of a Council Notice of Motion on 27 November 2018. The total funding in 2019 was therefore $82,116.
To date GME funding has supported the development of the festival to the point where it is now a significant community event with a strong brand and an ability to attract sponsorship opportunities. This is demonstrated by Diversitat’s success in growing corporate sponsorship.
Diversitat have requested that Council increase its funding to $150,000.00 for the next 3 years to match the State Government.
Given the consideration of the in-kind support Council provides to the event with the provision of public spaces, car parks, marketing and use of buildings and based on the increase in State Government funding, it is recommended that Council continues to support the event at the 2019 budget level of $82,000.00 and continue the provision of in-kind use of assets.
Source: |
Economy, Investment & Attraction - Economic Development & Events |
Director: |
Brett Luxford |
Portfolio: |
Economic Development |
To detail the outcomes from the attendance by the Mayor and Manager Economic Development & Events at the UNESCO Creative Cities Network (UCCN) Annual General Meeting from 10 to 14 June 2019 in Fabriano, Italy.
Council is the designated Geelong UNESCO Creative City Secretariat, and one of the obligations as Secretariat is for the Mayor, or designated delegate, to attend each UCCN Annual General Meeting (AGM). The 2019 AGM was held in Fabriano, Italy between 10-14 June.
The Mayor’s attendance was approved by Council at the Ordinary Council Meeting on 26 February 2019. The Mayor was accompanied by the Manager Economic Development & Events, Tim Ellis.
A report detailing the findings from the UNESCO AGM and City of Design Sub network meetings are attached. (Attachment 2 - UNESCO Creative Cities Network (UCCN) Annual General Meeting and City of Design (COD) Sub Network Meetings)
The objectives of attending the UCCN AGM were to:
Represent the City at the AGM as the secretariat;
Attend and present at the Mayor’s Day;
Participate in the City of Design sub network meetings;
Continue to build relationships with like cities;
Present on the Council’s Clever and Creative Vision;
Position the City to host a City of Design sub network Meeting in 2021;
Secure an educational keynote speaker or speakers for the Geelong Design Week to be held in March 2020;
Promote the Asia-Pacific Creative Cities Conference in Adelaide from 23-25 October 2019 and encourage participants to visit Geelong post the conference;
Seek opportunities for collaboration based on current projects and calls from sub network cities.
Attendance at the UCCN AGM supported the objectives of the trip, and fulfilled one of Geelong’s obligations as Secretariat.
Councillor Sullivan moved, Councillor Harwood seconded -
That Council:
Note the findings of this report; and
Use the findings from the UNESCO Creative Cities Network (UCCN) Annual General Meeting and City of Design (COD) Sub Network Meetings Report to progress Geelong’s UNESCO City of Design designation.
Councillor Mason left the meeting room at 9:20pm
Councillor Nelson left the meeting room at 9:20pm
Councillor Nelson re-entered the meeting room at 9:22pm
Councillor Mason re-entered the meeting room at 9:22pm
Carried.
The travel costs for the Mayor and the Manager Economic Development & Events to attend the UCCN AGM were $6,446.
Key stakeholders were engaged in the development of the application for the City of Design designation including Deakin University, and the Australian Centre for Innovation and Design (ACID), Councils Arts and Culture Unit and Creative Geelong.
A working group has been established consisting of Deakin University, Geelong Performing Arts Centre, Design Institute of Australia, Creative Victoria and Geelong Manufacturing Council, Gordon TAFE. This working group is pursuing a number of actions including the future governance structure for Geelong’s UNESCO designation, a framework plan, Geelong Design Week, and a stakeholder and communications plan.
One of the primary aims of the UCCN is a commitment to the UNESCO Sustainable Development Goals and in particular Goal #11, Sustainable Cities and Communities. Member cities are tasked with developing and influencing policy in support of this objective.
Through our membership we reiterated our commitment to the network’s Mission Statement and Strategic Framework, further integrating culture and creativity within initiatives, policies and projects implemented at the local level. This includes a commitment to promoting diversity, gender equality and youth empowerment.
There are no legal or statutory implications in this report.
Pursuing the UNESCO City of Design designation to secure economic development projects aligns with all elements of the plan particularly section 8 - A Thriving and Sustainable Economy, section 3 - A More Inclusive and Diverse Community, section 4 Planned and Sustainable Development, section 6 – Vibrant Arts and Community.
No City officers who provided advice in relation to this report have declared a conflict of interest regarding this report.
There are no notable risks associated with this report, however, as projects are scoped based on the findings from the AGM and there will be financial and resource considerations.
There are no known environmental implications associated with this report.
UNESCO CREATIVE CITIES NETWORK (UCCN) ANNUAL GENERAL MEETING AND CITY OF DESIGN (COD) SUB NETWORK MEETINGS
Introduction
On 31 October 2017, Council was notified that its application to become a member of the UNESCO Creative Cities Network (UCCN) was successful in the field of design.
Geelong is Australia’s first (and only) City of Design and the only non-capital city in Australia to have a UCCN designation. Other Australian members of the UNCCN are Melbourne (Literature), Sydney (Film) and Adelaide (Music).
The UNESCO Creative City designation is a key step in Greater Geelong’s continued journey to transform our community’s clever and creative vision into reality.
One of Council’s obligations as designated Secretariat is for the Mayor, as Council’s lead representative, to attend UCCN Annual General Meetings. The 2019 Annual General Meeting was held in Fabriano, Italy, from 10-14 June 2019, which the Mayor and Council Officer Tim Ellis, Manager Economic Development & Events, attended.
The UCCN AGM hosts 180 creative cities from throughout the world, across seven creative designations. Geelong is a Creative City of Design, which boasts 31 member cities, known as the City of Design (COD) Sub Network.
The AGM included a series of meetings for all delegates, along with specific events for Mayors and for supporting officers at relevant sub network meeting. The majority of the delegated cities are supported by their relevant governments, in line with the country’s government structure. This varies across the world.
Desired Outcomes
To attend and present at the Mayor’s Day;
To participate in the City of Design (COD) sub network meetings;
To continue to build relationships with like cities;
To present on the Geelong Clever and Creative Vision;
To position Geelong to host a sub network Meeting in 2021;
To secure an educational keynote speaker for the Geelong Design Week 2020;
To promote the Asia-Pacific Creative Cities Conference Adelaide 23-25 October 2019 and encourage participants to visit Geelong;
To seek opportunities for collaboration based on current projects and calls from sub network cities.
Attend and present at the Mayors Day
The Mayor, Councillor Bruce Harwood attended, along with 60 other Mayors, the Mayor’s Day and presented in response to the question “what does an ideal city look like”. The Mayor outlined to all participants the importance of connecting and listening to your community.
Participate in the City of Design (COD) sub network meetings
The AGM schedule enabled the 31 cities of Design sub network to meet and discuss future collaborative projects, current calls, and the sub network core focus areas, being:
Communications and design
Business and design
Policy and design
Education and design
Discussions at the sub network meetings also focused on how to best optimise outcomes from the group, and the ongoing operations and management of the network. One of the main challenges for all Cities, and a driving focus of UNESCO is to ensure projects delivered under the UNESCO banner link to and support the implementation of the UNESCO Sustainable Development Goals (SDG’s).
The SDG’s are the framework to show the impact of our local and collaborative activities. Kolding and Helsinki are both developing methodologies on what to measure and how. These methodologies will be shared in Detroit at the next sub network meeting.
The sub network discussed a proposed benchmark of the engagement of the cities in the network.
host international exchanges and workshops with other creative cities;
strengthen international cooperation between cities;
share experiences, knowledge and best practices;
participate in pilot projects and partnerships that contribute to the SDGs;
take part in research and evaluations;
promote policies and measures for sustainable development; and
engage in communication and profile-raising activities.
Cities were asked to take on these 7 areas which will create a win-win for all cities and the network.
The group discussed how to better coordinate calls and competitions across the network to ensure best outcomes and collaboration. It was agreed to look into a digital platform to achieve this and expanding the current ‘designcities.net’ website. Kortrijk and Graz will propose a format for best practices to be presented with cities to commit to adding 3-5 projects on website before convening in Detroit, at the next sub network meeting.
Future funding to support collaborative projects across the network and to support the sub network coordinators was also discussed. In principle all cities agreed this was a good idea but many shared their reservation around appropriate governance structure. This topic will continue to be discussed.
Business & Design
The ‘Business & Design’ group discussed the “World Wide of Things” project and how this can be promoted better to improve uptake across the sub network. The World Wide of Things is an online platform for designers to showcase and sell their products and provides opportunities for designers to showcase their work on an international stage.
Education & Design
The ‘Education & Design’ group discussed collecting case studies on good examples in their cities e.g. primary school tools. Helsinki, Kobe, Wuhan will start and make their case studies available to the network.
Future activities for this group include:
2019: education workshop in Detroit
2020: teachers meeting, possibly Wuhan
Communication & Design
The ‘Communications & Design’ group will run a workshop in Detroit to define strategy.
Bilbao, Kaunas and Istanbul will prepare a survey to collect our needs and views for communication prior to Detroit. There are challenges with the use and uptake of the website and an evaluation is required.
Policy & Design
The ‘Policy and Design’ group agreed that the sub network needs a more comprehensive survey, and the request was for all to complete the survey. Geelong has already completed the current survey.
Position Geelong to host a sub network meeting in 2021
During discussions on future locations to host the COD sub network meetings we presented our desire for Geelong to host in 2021, and during the course of the AGM garnered support from a number of cities.
There was a strong interest from delegates to come to Geelong and our next step is to work on a proposed programme and offer. This will be presented at the next two sub network meetings, Detroit 2019 and the 2020 meeting. A decision on the 20121 location will be made at the 2020 sub network meeting
The selection of cities is made by the delegates of the sub network and is a competitive process. There will be strong competition from other cities wishing to host in 2021 in particular Wuhan, China.
Present on the Geelong Clever and Creative Vision
Geelong was invited to present on the Clever and Creative vision and how the vision was developed. We were asked to present on how we prioritise innovation, engage stakeholders through culture and measure the outcomes of our work. This opportunity put Geelong on the centre stage at the AGM, and was well received, with positive feedback from the delegates that attended.
To secure an educational keynote speaker for the Geelong Design Week 2020
Attending the AGM provided us with the opportunity to seek potential speakers at the Geelong Design Week to be held in March 2020. The likely theme will be Design and Education and with this in mind discussions were held with Helsinki, Kobe and Wuhun, all global leaders in this area. All showed an interest in participating pending receipt of further details.
Continue to build relationships with like cities
Attending the AGM further cemented our relationships particularly with Dundee, Kortrijk, Kolding, Cape Town, Montreal, Nagoya, and Singapore. This will help Geelong as we pitch for the 2021 sub network meeting and to secure speakers for events in Geelong.
Asia-Pacific Creative Cities Conference Adelaide 23-25 October 2019 – Hosted by City of Music
Adelaide, City of Music, presented to the AGM delegates their up and coming Asia-Pacific Creative Cities Conference 23-25 October 2019. In consultation with Adelaide we promoted the option for any attendees to visit Geelong as part of their trip to Australia. A number of cities expressed their interest in visiting Geelong including Bandung, Indonesia, Auckland, New Zealand and Nagoya, Japan. We will use this opportunity to engage with relevant Geelong stakeholders to share learnings and collaboration opportunities.
Seek opportunities for collaboration based on current projects and calls from sub network cities
Dundee, Scotland - World Wide Festival
This project is the opportunity for youth groups e.g youth council, youth orchestra, to co design an international event with a youth groups across the network. This could present a future opportunity for the Geelong Youth Council.
Bilboa, Spain - Cities & Design Call – Design Driven Futures
The purpose of this call is to form an international team which co-create a workshop that, using the tools of design, propose solutions to the challenges our cities are facing. 2 professionals who work in the field of Design Thinking, Speculative Design and/or are able to apply design to imagine possible futures. This workshop will be held in Bilbao in November and the results will be exhibited at the Cities & Design 2019 conference, Bilbao Bizkaia Design Week 2019 (BBDW19).
Kortrijk, Belgium - There are two opportunities from Kortrijk
Kortrijk is looking for three highly motivated and recently graduated designer-makers or creative artists to join in a regional residency program in Kortrijk, Belgium. This program is open to designer-makers and creative artists from Geelong. The Designers in Residence Program Kortrijk is a three-month full time working residency from September to December 2019.
How can the visibility of the cycling and walking routes in the Blue Park of the Eurometropolis in Kortrijk, Belgium be improved? An opportunity exists for designers and creative people throughout the UNESCO Creative Cities Network to help make the Carré Bleu (Blue Square) – a 90 kilometre circuit within the park – more accessible and recognisable.
Seoul, South Korea - Human Cities Award – Theme: Design for Sustainable City
Focus on design that delivers a sustainable urban environment in which people can enjoy creative lives regardless of gender, age, financial wealth, and health or disability that one may have. This award comes with $80,000 USD prize money.
Shenzen, China - Opportunity for Geelong designers to participate in Shenzen design week.
All these opportunities have or will be communicated to our current list of stakeholders through our UNESCO newsletter and forwarded to relevant people and organisations that may wish to take up the opportunities as a result of Geelong’s design status. These call outs are only open to members of the COD network.
Source: |
Governance, Strategy & Performance - Governance |
Acting Director: |
Rebecca Leonard |
Portfolio: |
Leadership and Governance |
To provide an update on the progress of the Transformation Program as at the end of June 2019.
The Transformation Program was primarily developed in June 2016 to ensure that the 12 key recommendations and 25 secondary recommendations of the Commission of Inquiry report and actions from the Halliday Report were carried out.
The Transformation Program is organised under eight focus areas and contains 28 projects.
The Transformation Program has seen 19 of the 28 projects completed or substantially complete and have realised the recommendations of the Commission of Inquiry Report (refer to Attachment 2 – Commission of Inquiry Report Progress Update June 2019). These projects have now transitioned into business as usual.
Key highlights of the Transformation Program to date are listed in the attached report, with some of the main achievements being:
Return to an elected Council;
Greater Geelong: A Clever and Creative Future engagement and document;
Civic accommodation site and funding model confirmed;
People and culture policy reviews and staff training;
Long term financial plan developed in line with long term vision; and
Commencement of the digital transformation project.
Ten projects under six focus areas are progressing and will be the subject of continued oversight and reporting by the Municipal Monitors as listed in the table below.
Focus area |
Project |
Civic Accommodation |
Civic accommodation |
Digital Transformation |
Digital transformation |
Our People |
Workforce plan / MyPLAN Internal leadership development |
Asset Management |
Asset management Social Infrastructure Plan |
Service Planning & Review |
Service planning / review Business analytics and reporting |
Advocacy & Stakeholder Management |
Stakeholder matrix Corporate affairs review |
Achievements of the Transformation Program and the recommendations of the next phase are detailed in Attachment 3 – Transformation Program – June 2019 Update.
Councillor Grzybek moved, Councillor Mason seconded -
That Council note the Transformation Program report.
Carried.
A number of projects such as the ICT strategic review implementation, internal communications resourcing, risk management and civic accommodation are subject to 2018-19 Budget funding and allocation in the Strategic Resource Plan.
The review of the Community Engagement Strategy is one of the projects within the Transformation Program. The Engagement Champions Program has commenced with the two of three workshops completed.
Progress on the Transformation Program is reported to the Executive Leadership Team on a quarterly basis with further updates provided to staff via the CEO weekly email and Interlink.
The Social Infrastructure Plan review is one of the 28 projects in the Transformation Program. The delivery of the Diversity and Inclusion and Gender Equity plans are also part of the Transformation Program.
The Transformation Program was developed in response to the 2016 Commission of Inquiry report. In that report there were 12 key recommendations and 25 secondary recommendations to be addressed. The Primary Municipal Monitor will continue to review the progress of the Transformation Program and report to the Minister for Local Government.
This report aligns to the Council Plan strategic priority Organisational Leadership, Strategy and Governance.
No officer involved in the preparation of this report has a direct or indirect interest.
Transformation Program is managed by the Coordinator Transformation, Program Integration and Development and progress on the Transformation Program is monitored by the Chief Executive Officer, Primary Municipal Monitor and Council.
The program is also monitored via the organisations enterprise risk update and reported to the Audit and Risk Committee.
There are no environmental implications arising from this report.
Source: |
Planning, Design & Development - City Development |
Director: |
Gareth Smith |
Portfolio |
Planning |
To appoint City officers as authorised officers under the Planning and Environment Act 1987 (P&EA).
City officers are appointed as authorised officers to exercise statutory powers under various Acts and regulations. Appointments as authorised officers are to individual staff members.
The P&EA regulates enforcement and is reliant on authorised officers acting on behalf of the responsible authority (Council).
Where there is a specific power within an Act, Council should appoint authorised officers pursuant to that Act. This is the case for the P&EA.
Planning staff members have recently been employed by the City and are required to be authorised under the P&EA.
Attachment 2 sets out the Instrument of Appointment and Authorisation under the P&EA and lists the staff members to whom this authorisation applies (instrument).
Councillor Mason moved, Councillor Sullivan seconded -
In the exercise of the powers conferred by section 224 of the Local Government Act 1989 and the other legislation referred to in the Greater Geelong City Council Instrument of Appointment & Authorisation - Planning & Environment Act 1987 only (instrument) (Attachment 2), Greater Geelong City Council (Council) resolves that the:
members of City staff referred to in the instrument be appointed and authorised as set out in the instrument;
instrument comes into force immediately upon the common seal of Council being affixed to the instrument, and remains in force until Council determines to vary or revoke it;
instrument be sealed.
Carried.
There are no financial implications arising from the subject of this report.
Relevant City managers have been consulted regarding this recommended appointment and authorisation.
There are no social equity implications arising from the subject of this report.
The recommended appointment and authorisation of the staff members complies with the relevant provisions of the P&EA and the Local Government Act 1989.
The recommended appointment and authorisation of the staff members supports the delivery of Council planning services.
No City officers who have provided advice in relation to this report have declared a conflict of interest regarding the matter under consideration.
There are no significant or high risks associated with the subject of this report.
There are no environmental implications arising from the subject of this report.
Councillor Kontelj declared a Conflict of Interest in Agenda Item 8 – Tender T1900042 – Additional Contractors for the Supply of Concrete and Concrete Works as several of the tender applicants are customers of a Company which he is a Director and left the room prior to discussion at 9:40pm.
Source: |
Customer & Corporate Services - Property, Procurement & Assets |
Director: |
Michael Dugina |
Portfolio |
Finance |
To award a contract to additional panel suppliers for the supply of concrete and concrete works throughout the municipality under a Schedule of Rates, these being:
C1900042A – Defran Concreting Pty Ltd - ABN 77145379791;
C1900042B – Norris Plant Hire (Geelong) Pty Ltd - ABN 17007218108;
C1900042C – Vince & Anna Rotiroti Pty Ltd - ABN 44161682891;
C1900042D – CJ Walters Concreting Pty Ltd ATF The Walters Business Trust -ABN 74981001931; and
C1900042E – Fulton Hogan Industries Pty Ltd - ABN 54000538689.
A panel of five contracted suppliers for the supply of Concrete and Concrete Works (C1800026) was awarded at Council’s meeting 11 December 2018.
After a period of 3 months monitoring the delivery of Council’s programmed concrete works, City Services staff advised that there were insufficient suppliers on the contract panel to adequately meet the scope of City’s works program and required timelines.
Subsequently, a new tender was approved to appoint additional contractors to ensure appropriate delivery for the supply of concrete and concrete works.
The new Contract C1900042 will align with the current Contract C1800026 that is scheduled to expire on 16 December 2019 with a further 12 month extension option at the sole discretion of Council.
The City undertook a public tender process on 13 April 2019 seeking rates from additional contractors for the supply of concrete and concrete works.
Submissions were evaluated in accordance with the processes detailed in the City’s ‘Procurement & Contracts Manual’
Based on overall service quality and value, the Evaluation Panel recommend the above listed tenderers be appointed to the contract panel of ‘Additional Contractors for the Supply of Concrete & Concrete Works’.
Subject to Council awarding the contract, the services will commence on 24 July 2019 with an expiry date of 16 December 2019 with the option of a further 1 year term at the sole discretion of Council. The contract shall operate on a schedule of rates and quotation basis.
Council approval is required to engage the recommended panel of suppliers as the value of the contract over the initial term including extensions will exceed $2,000,000.00.
As part of the tendering conditions the City reserved the right to appoint a panel of contractors and provides no guarantee of work volumes.
ASIC extracts have previously been provided for the recommended tenderers.
Councillor Murnane moved, Councillor Sullivan seconded -
That Council:
Award Contract C1900042A to C1900042E from 1 August 2019 until 16 December 2019 plus a further 1 year option to extend, exercisable at the City of Greater Geelong’s discretion, to:
Defran Concreting Pty Ltd ABN 77145379791 based on a Schedule of rates (ex-GST);
Norris Plant Hire (Geelong) Pty Ltd ABN 17007218108 based on a Schedule of rates (ex-GST);
Vince & Anna Rotiroti Pty Ltd, ABN 44161682891 based on a Schedule of rates (ex-GST);
CJ Walters Concreting Pty Ltd ATF The Walters Business Trust ABN 74981001931 based on a Schedule of rates (ex-GST); and
Fulton Hogan Industries Pty Ltd ABN 54000538689 based on a Schedule of rates (ex-GST).
Delegate to the Chief Executive Officer the authority to execute Contract No’s C1900042A, C1900042B, C1900042C, C1900042D and C1900042E, and any other documents required to give effect to the terms of those Contracts, on behalf of Council.
Carried.
This is a schedule of rates tender and will rely upon the amount of funds allocated in Council’s various capital and recurrent budgets. The current budget allocation for this service is approximately $7,815,000 per annum. The core programs include Capital and Recurrent Footpath replacement ($3.6 million), Capital and Recurrent Kerb works ($2.2 million), Special Rates and Charges footpath and kerb works ($500,000).
There are no communication issues associated with the acceptance of this tender. The City’s representative will liaise with affected residents and community groups.
It is expected that the supply of Concrete and Concrete Works will generate positive employment outcomes while maintaining the civil infrastructure and services that address the needs of the Geelong community.
This tender was publicly tendered in accordance with the requirements of section 186 of the Local Government Act 1989 and the tender process has been conducted in accordance with Council’s Procurement Policy.
Confidential information contained in this Council Report will be managed in accordance with Section 89(2) of the Local Government Act 1989, as the information relates to contractual matters and premature disclosure of the information could be prejudicial to the interests of Council or other persons.
The supply of concrete and concrete works forms part of the City’s broader strategic priorities in delivering informed social infrastructure planning and integrated transport connections by upgrading footpath and kerb and channel within the City of Greater Geelong municipality. The replacement programs are linked to City Asset management plans and the Integrated Comprehensive Transport Plan. The works also align with the City’s clever and creative vision by provision of a reliable and connected transport network which helps foster socially connected communities.
No City officers involved in the preparation of this report have a direct or indirect interest in matters to which this report relates.
The tender evaluation process involved the assessment of Work, Health and Safety policies, procedures and risk assessment documents. Norris Plant Hire Pty Ltd and Fulton Hogan Industries Pty Ltd have not been utilised for concrete services required under this contract in the past, however they will be provided with every opportunity to demonstrate their capability early in the contract period. The City will monitor the performance and delivery of the panel contractors in delivering the concrete works program. Any other risks associated with the acceptance of this tender will be managed through the contract conditions.
Any environmental implications associated with this contract will arise from the execution of the works. It is considered that these are the responsibility of the contractor and will be managed through the contract documentation.
Contract Details
Contract C1900042 for Additional Contractors for the Supply of Concrete and Concrete Works.
Invitation to Tender
The City issued tender T1900042 seeking the services of suitably experienced concreting contractors for the supply of concrete and concrete works within the municipality.
Table 1 Invitations to Tender
Medium |
Date Advertised |
The Geelong Advertiser |
13 April 2019 |
eProcure |
13 April 2019 |
Geelong Australia Website |
13 April 2019 |
Tender Evaluation Panel
The Evaluation Panel used the following qualitative criteria (in order of weighting) to assess the submissions.
Table 2 Tender Evaluation Panel
Position Title |
Panel role |
Procurement Specialist |
Chair |
Coordinator Construction |
Member |
Senior Program Officer |
Member |
Manager Engineering services |
Member |
Tender Submissions
At tender close Council received seven (7) tender submissions.
Table 3 Tender Submissions Received
Tender |
|
Conforming tender |
A |
DEFRAN CONCRETING PTY LTD, ABN 77145379791; |
Yes |
B |
NORRIS PLANT HIRE (GEELONG) PTY LTD, ABN 17007218108; |
Yes |
C |
Vince & Anna Rotiroti Pty Ltd, ABN 44161682891; |
Yes |
D |
CJ Walters Concreting Pty Ltd ATF The Walters Business Trust, ABN 74981001931 |
Yes |
E |
FULTON HOGAN INDUSTRIES PTY LTD, ABN 54000538689 |
Yes |
F |
Tender F |
No |
G |
Tender G |
No |
Tender Evaluation
Tenders have to comply with the following mandatory criteria:
OH&S system – if the tenderers OH&S processes and procedures do not meet a minimum standard determined by the City, the tenderer will not be considered for the Contract.
Tenderer must have a heat and UV radiation exposure management procedure, and if not, must be willing to abide by the City’s Heat and UV Radiation Exposure and Outdoor Clothing Procedures (Long/Long).
All tenderers complied with the mandatory criteria.
Table 4 Comparative Criteria Weighting
Comparative Criteria |
Weighting % |
Financial assessment (mandatory) |
Value for Money |
Capability and experience of Contractor delivering works of a similar nature. |
40% |
Proposed Staffing levels, Proposed plant & Equipment and Extent of Subcontracting |
20% |
Methodology for delivering the works in accordance with the Specification including quality and conformance to specified materials |
10% |
Economic & Local Content contribution (mandatory) |
10% |
GROW and G21 initiatives (mandatory) |
5% |
Aboriginal and Torres Strait Islanders inclusion (mandatory) |
5% |
Recycled Content and Environment (mandatory) |
5% |
Clever and Creative (Innovation) (mandatory) |
5% |
Tender Evaluation Scores
Tenderers that obtained a qualitative score of > 57.50/100 were deemed to have the necessary skills, experience and resources to deliver the service in accordance with the specification. The tenderers who achieved this score were then assessed on a value for money basis.
The Evaluation panel completed a review of the tendered rates for the shortlisted tenders. The below tenderers that are listed as recommended, obtained a qualitative score greater than 57.50 and were deemed value for money.
Table 5 Tender Evaluation Scores
Tender |
Recommended / Not Recommended |
|
A |
Defran Concreting Pty Ltd |
Recommended |
B |
Fulton Hogan industries Pty Ltd |
Recommended |
C |
Norris Plant Hire (Geelong) Pty Ltd |
Recommended |
D |
Vince & Anna Rotiroti Pty Ltd |
Recommended |
E |
CJ Walters Concreting Pty Ltd |
Recommended |
F |
Tender F |
Not Recommended |
G |
Tender G |
Not Recommended |
Post-Tender Contact
The Evaluation Panel sought clarifications from a) CJ Walters Concreting Pty Ltd - to establish the link between the company and trustee of the Trust, b) Fulton Hogan Industries Pty Ltd - to confirm they accept Council’s Contract terms and conditions and c) Norris Plant Hire (Geelong) Pty Ltd to clarify recent works completed. All responses received addressed the Panel’s concerns ensuring an optimal agreement was achieved for the City.
Probity
Process probity was managed by the Procurement Department.
Councillor Kontelj re-entered the meeting room at 9:42pm
Source: |
City Services – Capital Projects |
Director: |
Guy Wilson-Browne |
Portfolio |
Environment and Sustainability |
Councillor Nelson moved, Councillor Mason 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.
Source: |
City Services – Environment and Waste |
Director: |
Guy Wilson-Browne |
Portfolio |
Environment and Sustainability |
Councillor Nelson moved, Councillor Grzybek 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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