Council Minutes - Section B: Reports - 8 October 2019

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Reports tabled at the Community Focus Council Meeting of Council on Tuesday 8 October 2019, held at the Ocean Grove Surf Lifesaving Club, 26-30 Surf Beach Road, Ocean Grove.

1. Ocean Grove Principal Pedestrian Network

2. Barwon Heads Arts and Community Hub Development

3. Barwon Heads Football and Netball Club – Request for Assistance

4. Draft Transport Network Operating Plan – Community Engagement

5. Geelong Major Events Committee – Annual Report to Council 2018-2019

6. Geelong Major Events Committee – Amended Instrument of Delegation and Terms of Reference

7. Planning Authorisations – Council to Staff

8. The Beach House Lease Agreement – Name Change

1. Ocean Grove Principal Pedestrian Network

Purpose

1. To note the current progress of the development of the Ocean Grove Principal Pedestrian Network (PPN) and support additional engagement and community consultation to confirm the extent of works and a funding method.

Background

2. The Ocean Grove Town Centre Urban Design Framework (UDF) was adopted by Council on 24 June 2014.

3. The UDF recommended that a PPN for Ocean Grove be developed that includes concept design, costings and an implementation strategy for the delivery of a walking and footpath network for Ocean Grove.

4. Community consultation was undertaken in 2016 to confirm the locations of footpaths and the cost sharing model to fund the PPN. At that time, the majority of the community supported construction of footpaths as a PPN and that their contribution be a uniform amount for all impacted properties.

Key Matters

5. The total scope of the Ocean Grove PPN proposes 22.3 kilometres of footpath at a cost of $6.98 million with a potential impact on 6,640 properties. (Option 1 Attachment 2). The minimum estimated delivery timeframe for Option 1 is 5 years with funding of $1.725 million per year commencing in 2020-2021.

6. An alternative to Option 1 for the PPN was subsequently developed in consultation with the Ocean Grove Community Association. Option 2 proposes 11.3 kilometres of priority footpaths at a cost of $3.3m with a potential impact on 3,282 properties. (Option 2 Attachment 3). The minimum estimated delivery timeframe for Option 2 is 3 years with funding of $1.65 million per year commencing in 2020-2021.

7. The cost of either option will be shared between Council and property owners.

8. There are four methods to apportion the cost for the construction of the PPN
   (Refer Table 1):

1. Method 1 - Traditional frontage charge;

2. Method 2 - Both sides of street share charge;

3. Method 3 - Tiered charge based on the distance from the proposed PPN; and

4. Method 4 - Equal charge.

9. Given the time passed since the original consultation in 2016, community consultation is now necessary to confirm the extent of works and preferred funding method.

10. A further report will be presented to Council with the findings of the community consultation.

Councillor Asher moved, Councillor Murrihy seconded -

11. That Council:

1. Note the outcome of the previous community engagement supported construction of a comprehensive footpath network for Ocean Grove (option 1) delivered by a shared funding model (method 4);

2. Support further community consultation to confirm the extent of the Ocean Grove Principal Pedestrian Network (options 1 or 2) and the funding method (methods 1 to 4); and

3. Following community consultation, note that a report be prepared for Council on the findings and next steps.

Carried.

Attachment 1

Financial Implications

1. Table 1 shows the number of properties impacted and costs for the two options in relation to the following methods of cost apportionment:

1. Method 1: One side where footpath is proposed (traditional);

2. Method 2: Both sides where footpaths are proposed;

3. Method 3: Ratio / sliding scale; and

4. Method 4: Equal share – community preferred (2016 consultation).

Table 1 Options and methods for PPN cost apportionment

		Standard			Community preferred
Funding Option Description		Traditional Scheme – Frontage Only	Street Access – Both sides	Ratio / sliding scale originally proposed	All properties pay an equal contribution
		Method 1	Method 2	Method 3	Method 4
Option 1 Full list of PPN identified paths (Length 22.3 kilometres)	Private Landholder Cost	2,955,708	3,051,185	3,310,941	3,279,012
	Council Share (includes Council properties)	4,020,466	3,924,988	3,665,232	3,697,162
	TOTAL PROJECT COST	$6,976,174	$6,976,173	$6,976,173	$6,976,174
	Number of Properties	1,389	2,938	6,640	6,640
	Benefit Cost Ratio (Council : Private)	58:42	56:44	53:47
	Maximum Charge	$2,511	$1,187	$703	$525
Option 2 Ocean Grove Community Association Priority 1 Footpaths (Length 11 kilometres)	Private Landholder Cost	$1,193,238	$1,251,242	$1,499,266	$1,473,153
	Council Share (includes Council properties)	$2,110,411	$2,052,406	$1,804,382	$1,830,495
	TOTAL PROJECT COST	$3,303,649	$3,303,649	$3,303,649	$3,303,649
	Number of Properties	724	1,435	3,280	3,282
	Benefit Cost Ratio (Council : Private)	64:36	62:38	55:45	55:45
	Maximum Charge	$2,282	$1,151	$700	$503




2. In consultation with the community, the City has developed a 22.3 kilometres footpath network in 40 sections. The initial estimate, prior to the community consultation in 2016, for 18 kilometres of new footpath was $6m. Since the completion of the consultation, the network has grown by another 4 kilometres of footpath with additional safer crossing points further improving safety at pedestrian crossings. These inclusions and changes has increased the project estimate by $0.9 million to $6.9 million.

3. To deliver option 1 with method 1 (frontage), 774 properties will contribute $2,511 each. The City’s contribution would be $4,020,466 and property owners’ contribution would be $2,955,708.

4. To deliver option 1 with method 4 (shared), 6640 properties will contribute $525 each. The City’s contribution would be $3,697,162 and property owners’ contribution would be $3,279,012.

5. The Ocean Grove Community Association has assisted the project by prioritising proposed scheme footpaths in February 2019 and this has reduced the total footpath length to 11.3 kilometres (option 2). This has reduced the total capital cost of the proposed PPN to $3.3m and reducing the estimated delivery timeframe from 3 years to 1.5 years.

6. Option 2 has revised the PPN extent and significantly reduced the number of impacted properties. The reduced number of impacted properties significantly increases the individual landowners’ contribution from $700 for properties abutting the footpath to $2,282 per property (326% increase). The table above lists the other funding methods. Method 2 where both sides of the street contribute, reduces the per lot cost to $1,151, largely through doubling the number of contributing properties to 1,435 (an increase of 164%).

7. To deliver option 2 with method 1 (frontage), 774 properties contribute $2,282 each. The City’s contribution would be $2,110,411 and property owner contribution would be $1,193,238.

8. To deliver option 2 with method 4 (shared), 3282 properties contribute $503 each. The City’s contribution would be $1,830,495 and property owner s’ contribution would be $1,473,153.

9. There are multiple payment options for property owners to minimise the financial impact of the scheme. A landowner has the option to pay their contribution in full one year after the footpaths are built or by instalments over a five year period, which includes interest, extending the timing of the landowner contributions to 2024.

Proposed Delivery Timeframes

10. Option 2 recommends delivery over 3 years, including 1 year planning and 2 years constructing the network. The following outlines the initial timeframes for the delivery of option 2:

1. Community consultation: including Special Rates and Charges administration process, 6 months to complete, April 2020;

2. Tendering for construction, including specification development: 4 months after community consultation, August 2020;

3. Construction over two years to minimise disruption to the community: August 2021-2022 and 2022-2023;

4. First group of landowner contributions: commence July and August 2021;

5. Contract finalisation and defect liabilities period: 12 months, August 2023; and

6. Final group of landowner contributions: finish August 2023.




11. Given the above timeframes, budget phasing for the delivery of option 2 distributes the estimated $3.3m cost over a two year period, requiring Council to commit $1.65m for each year from 2020-2021 to 2022-2023, noting that once sections are completed, property owner contributions will commence and return 36% of the capital outlay.

12. Option 1 delivery timeframes extend over 5 years.

Community Engagement

13. The City commenced engagement with the Ocean Grove community in developing the PPN in 2016.

14. Overall, there were approximately 780 respondents to the engagement survey of the preferred funding model: refer attachment 4.

Funding Method	Count	Percent
Frontage only (method 1)	144	19%
Sliding Scale (method 3)	199	26%
Everyone Contributes (method 4)	434	56%




15. Note that method 2 was not included in the previous consultation.

16. Detail designs of the location of footpaths for both options are now complete and will be available for community feedback along with details of each method.

17. The proposed community engagement is to commence in October 2019 and run through to February 2020, with activities that include:

1. Feedback online via Have your say;

2. Drop in sessions; and

3. Focus group workshops.

Social Equity Considerations

18. The development of the PPN considered pedestrian access to key destinations, such as schools, shops and recreation areas; the network considered that not all streets will have a footpath however users will be able to access paths that service a wider area within a very short walk.

19. Previous strategic plans have identified that the timely provision of a network of paths is important to many people within the community and the current infrastructure in many parts of the town does not meet community expectations.

20. The addition of these elements will create a high amenity path network that will encourage walking, particularly for short journeys, to diminish dependence on cars and create a culture of walking, both to get to a destination and as an end in itself.

Policy/Legal/Statutory Implications

21. Delivery of footpaths aligns with the special rates and charges provisions of the Local Government Act 1989 (Act) and Councils Special Rates and Charges Policy.

22. The Act requires all apportionment methods to be tested as part of the special rates and charges process.

Alignment to Council Plan

23. This report links to our Clever and Creative Vision of a fast, reliable and connected transport network and aligns with Integrated Transport Connections by delivering better-connected walking, cycling and trail paths across our region.

Conflict of Interest

24. City staff have no direct or indirect interest in the contents or preparation of this report.

Risk Assessment

25. Construction of new footpaths and pedestrian safety improvements will lead to safer access for all.

Environmental Implications

26. Construction methods will minimise disruption to vegetation in local streets and will include the use of recycled materials in the construction methodology.

2. Barwon Heads Arts and Community Hub Development

Purpose

1. To seek Council approval to enter into a funding agreement with Regional Development Victoria to progress design and construction of an Arts and Community Hub in Barwon Heads.

Background

2. Prior to the 2018 State election, the State Government announced an election commitment of $1m towards the development of an Arts Hub at 5-5A Clifford Parade in Barwon Heads. The site is owned (freehold) by the City of Greater Geelong.

Key Matters

3. There are currently two buildings on this Clifford Parade site being the Barwon Heads Senior Citizens Centre (Area A), which is currently home to the Barwon Heads Seniors Citizens and a number of other local groups. The other building (Area B) is a former kindergarten building that has been vacant for six years and is a surplus asset currently earmarked for demolition (Attachment 2).

4. The local community organisations represented in this process are Barwon Heads Arts Council and Barwon Heads Association and their preference is for the new Arts Hub to be built on the site of the vacant former kindergarten building.

5. The City’s view is that although this site remains an option, it is too early in the design and development process to identify the former kindergarten site as the only option. The funding agreement between the State Government and the City needs to retain the potential for other options at the Clifford Parade location to be considered. This includes the potential for extension and redevelopment of the existing Barwon Heads Senior Citizens Centre into an Arts and Community Hub.

6. The key rationale for retaining these options is to ensure that development of this site is consistent with Council’s existing policy position that includes the need to consider:

1. Sustainability - the funding currently offered by the State is unlikely to be adequate for delivery of a stand-alone single purpose building. This report proposes that all options should be considered to enhance the prospect of developing a socially and financially sustainable outcome. This may include repurposing of the kindergarten site and/or its disposal for reinvestment of the proceeds into other community priorities; and

2. Integration - for the purposes of this project consider all options including the extension and redevelopment of the Barwon Heads Senior Citizens Centre as an integrated Arts and Community Hub, that also retains the current uses and user groups.

Councillor Mason moved, Councillor Sullivan seconded -

7. That Council:

1. Authorise the Chief Executive Officer to enter into a funding agreement to the value of $1m with the State Government for the design and development of an Arts and Community Hub at 5-5A Clifford Parade; and

2. Note that a report will be presented to Council in early 2020 with options for the development of the Barwon Heads Arts and Community Hub at Clifford Parade, Barwon Heads.

Carried.

Attachment 1

Financial Implications

1. The Barwon Heads Arts Council were successful in securing an election commitment from the Member for Bellarine, the Hon Lisa Neville MP for $1m to construct an arts hub in Barwon Heads. At the request of the State Government a grant application has been submitted by the City to Regional Development Victoria (RDV) under the Regional Jobs and Infrastructure Fund for $1m, but a funding agreement is yet to be signed.

2. The value of the land to be utilised will vary depending on the final option for delivery of an arts and community hub.

3. This project has not been identified previously as a strategic priority for the City. Council have no capital budget allocated for the project. The City has engaged with RDV to clarify the scope and potential obligations in relation to the grant. Council is not required to contribute funding to this project, however for the project to proceed Council will be required to utilise land at Clifford Parade, Barwon Heads. The Barwon Heads Arts Council Inc have identified the former Barwon Heads Kindergarten and Maternal Child Health Centre as their preferred location. This building is currently vacant and has been for approximately six years as the service previously provided at this location was transferred to the Bop Bop Karrong, Barwon Heads (Kornoo) Integrated Child and Family Centre.

4. The property has been identified as surplus to Council service delivery requirements and has been nominated as a potential site for asset sale.

Community Engagement

5. The Barwon Heads Arts Council engaged a consultant to complete a Needs Analysis report in 2016. Community Engagement was conducted as part of the project and included stakeholder engagement, online and face to face community survey and a community forum.

6. The following commentary in the foreword to the consultant report states “Barwon Heads could be described as a community with a strong arts presence, with many artists living and working in the community. A community survey undertaken for this study indicates that Barwon Heads has a strong arts supported base.”

7. Subject to the resolution of Council, community engagement would be conducted as part of the design and development process. Community stakeholders will be invited to participate in the Project Reference Group to inform the design development for an arts and community hub in Barwon Heads.

Social Equity Considerations

8. The development of an arts and community hub will facilitate increased access to community activity and creative expression .

Policy/Legal/Statutory Implications

9. No policy, legal or statutory implications are anticipated in relation to this report.

Alignment to Council Plan

10. The development of an arts and community hub aligns with Council’s strategic priorities including informed social infrastructure planning and vibrant arts and culture.

Conflict of Interest

11. No City officers who have provided advice in relation to this report have declared a conflict of interest regarding the matter under consideration.

Risk Assessment

12. Social – that an inadequate assessment of all options will potentially result in a lost opportunity to maximise the social return from the Clifford Parade site.

13. Financial – depending on the options, the financial implications of each vary widely. In the absence of a properly considered assessment of all site options there is the risk of undervaluing the financial return on the site, and the financial return to the community.

Environmental Implications

14. There are no environmental implications in relation to the recommendation of this report. Council’s Sustainable Building Policy and One Planet Principles will be considered in the design and development of major social infrastructure projects.

3. Barwon Heads Football and Netball Club – Request for Assistance

Purpose

1. To consider a request from the Barwon Heads Football and Netball Club (BHFNC) to subsidise the maintenance costs associated with Howard Harmer Reserve.

Background

2. Howard Harmer Reserve and all associated assets are the responsibility of the Victorian Government and managed by the Barwon Coast Committee of Management (BCCM) in accordance with the Crown Land (Reserves Act) 1978.

3. During the 2019-20 Council Budget process a submission was made by the BHFNC for Council to subsidise the club’s cost for maintenance of the Howard Harmer Reserve, Barwon Heads.

4. Following the budget process, the BHFNC was informed that Council requested a report from officers by December 2019 to assess potential options for supporting the BHFNC. This report will also consider any other potential impacts for other public facilities on crown land not managed by Council.

5. In 2017, Council adopted the Fair Play Policy that, in part, determines the type and level of subsidy Council provides for the upkeep of public sporting club facilities and ovals. The policy applies to sports grounds, sports courts, pavilions at recreation reserves and other facilities (when used for active sport and recreation). In 2019, the application of the policy resulted in clubs receiving a subsidy of approximately 85% toward ground maintenance and club operations.

Key Matters

6. The BHFNC is the only local level, not for profit sporting organisation in the municipality that operates on public land that is not owned or managed by the City. Note that there are several sporting clubs across the municipality operating on privately owned land but this report does not apply to those clubs.

7. The Fair Play Policy allows the BHFNC to be considered by Council for services and subsidy, as it is a local sporting club operating on public land. The application of the policy is not limited to Council owned or managed public land.

8. The BHFNC’s budget submission is based on an argument that the City provides a subsidy to support all other local sporting clubs that are on public land. BHFNC play in the same competition and BHFNC’s submission is that their club delivers the same community outcomes as other clubs but does not receive support or subsidy from Council.

9. The BCCM have responsibility for the maintenance and upkeep of public land under its control. It is important that any decision of Council does not result in a shifting of responsibility or cost from BCCM to Council.

10. The total cost of maintenance is $40,000 annually. It is proposed that BCCM and the City will contribute $20,000 each.

Councillor Sullivan moved, Councillor Murrihy seconded -

11. That Council:

1. Pre-commit $20,000 in funding from the 2020-2021 Budget to subsidise Barwon Heads Football Netball Club (BHFNC) for maintenance and watering of Howard Harmer Reserve;

2. Direct the Chief Executive Officer to write to the Barwon Coast Committee of Management (BCCM) requesting the Committee contribute an equivalent amount to Council’s contribution to offset the costs of BHFNC maintaining and watering Howard Harmer Reserve. This is consistent with the Committee’s obligations to maintain other community assets under its control that are available for use by the general public;

3. Subject to paragraphs 11.1 and 11.2 above, enter (under delegation) into a three-year funding agreement with BHFNC to the value of $20,000 per annum for maintenance and watering of Howard Harmer Reserve; and

4. Note that the subsidy is being provided as the BHFNC operates on public land (Howard Harmer Reserve) and as a matter of policy Council does not subsidise the operations or maintenance of sporting facilities on private land.

Carried.

Attachment 1

Financial Implications

1. The annual forecast cost for the Barwon Heads Football and Netball Club (BHFNC) to maintain the reserve to a standard akin to Council managed sporting reserves is approximately $40,000 per annum. This estimated cost is derived from a BHFNC quotation of $32,646 for surface maintenance (dated 15 March 2018) and watering costs of $8,343 paid to the Barwon Coast Committee of Management (BCCM) in 2018.

2. The cost to Council from adopting the recommendations of this report would be a maximum of $60,000 over three years. This agreement will not be for the renewal or replacement of assets, which is the responsibility of BHFNC and BCCM.

Community Engagement

3. The BHFNC and the BCCM have both been consulted in the preparation of this report.

Social Equity Considerations

4. The funding subsidy will ensue the Fair Play Policy is more equitably applied across all local sporting clubs that operate on public land, noting the level of subsidy is limited by the fact that the BCCM retain a level of responsibility for the upkeep of the reserve as a piece of public open space when not being used for organised sport.

Policy/Legal/Statutory Implications

5. The funding agreement as a mechanism to support the BHFNC enables Council to support the Club, while not taking on any additional risk or responsibility associated with maintenance and operations of the Howard Harmer Reserve.

6. This subsidy proposed in this report does not expose Council to a precedent as there are no other sporting reserves and clubs within the municipality that operate from public land that is not owned or managed by Council.

Alignment to Council Plan

7. The proposal in this report is consistent with the Fair Play Policy.

Conflict of Interest

8. No City officers who have provided advice in relation to this report have declared a conflict of interest regarding the matter under consideration.

Risk Assessment

9. Financial - the approach proposed in this report aims to limit the risk to Council of financial cost shifting by ensuring that the responsibility between the maintenance of the Howard Harmer Reserve for the purposes of both a sporting field and public open space is shared between the land manager (BCCM) and Council.

10. Social – the approach proposed in this report aims to address the risk of the BHFNC being disadvantaged as a local community organisation.

Environmental Implications

11. There are no known environment implications arising from this report.

4. Draft Transport Network Operating Plan – Community Engagement

Purpose

1. To seek Council endorsement to release the draft Transport Network Operating Plan (TNOP) and seek community feedback.

Background

2. The Revitalising Central Geelong Action Plan (2016) is the State Government’s plan to drive change in Central Geelong through a concerted, coordinated effort between local, state and federal governments, the private sector and the local community.

3. A key short-term action of the plan is to “develop a transport and movement network operating plan, that aligns with the Regional Network Operating Plan, linking key precincts and supporting a functional and vibrant city centre, including reviewing bus routes and interchange location, connectivity between bus services and regional train services”.

4. A Transport Network Operating Plan that identifies preferred transport routes between places where people live, work and visit. Prioritising particular modes of transport on preferred routes will result in smarter use of the road system.

Key Matters

5. The State Government has responsibility for the public transport network that is integral to the TNOP including buses and trains. The review of bus routes around central Geelong is being assessed by the Department of Transport at a high level and will not form part of Councils engagement. The TNOP has been developed with key stakeholders and technical experts but has not yet been provided to the community for their feedback.

6. The Department of Transport provided a technical review of Council’s draft TNOP in 2019 and provided the additional appendices investigating CBD route options for the bus network with a range of options included for future consideration.

Councillor Kontelj moved, Councillor Nelson seconded -

7. That Council:

1. Note the Draft Transport Network Operating Plan (Attachment 2);

2. Approve its release for community feedback for a period of 6 weeks; and

3. Note that a report will be presented to Council following the completion of the community feedback period.

Carried.

Attachment 1

Financial Implications

1. There are no financial implications associated with community engagement about the TNOP.

Community Engagement

2. Stakeholder engagement with external agencies has informed the draft plan. Representatives included VLine, PTV, Public Transport Users Association, Regional Roads Victoria, Department of Transport, Bicycle User Groups and Community representatives from the disability access committee.

3. The draft TNOP will be released for a six week period for community feedback before returning to Council for endorsement.

Social Equity Considerations

4. Equitable access to services and offerings in central Geelong is an important consideration in the successful development of the TNOP.

Policy/Legal/Statutory Implications

5. It is important to note that the road network is managed by two agencies: VicRoads manage the arterial road network including McKillop Street, Latrobe Terrace and Ryrie Street and Council manages the local road network in the CBD grid.

Alignment to Council Plan

6. The report aligns to a fast reliable and connected transport network through the application of Integrated Transport Connections. It supports a focus on improving our public and active transport and better connecting our networks.

Conflict of Interest

7. No City staff have a conflict of interest in the preparation of this report.

Risk Assessment

8. The Transport Network Operating Plan will support increased safety and efficient movement for all transport network users.

Environmental Implications

9. This report does not propose any environmental implications.

5. Geelong Major Events Committee – Annual Report to Council 2018-2019

Purpose

1. To provide an overview of the Geelong Major Events Committee (GME) outcomes for the period 1 July 2018 to 30 June 2019.

Background

2. GME was established as a Council Advisory Committee in 1998 and formalised under Section 86 of the Local Government Act 1989 (Act) in October 1999.

3. The continued success of GME to attract and support major events requires an ongoing funding commitment from Council. GME’s focus is on attracting and sponsoring major events for the region, based on the economic and reputational outcomes they provide.

Key Matters

4. Between 1 July 2018 and 30 June 2019, 25 major events supported by GME were successfully hosted in the Geelong Region, including four new events.

5. The 25 major events stimulated economic activity and provided social benefits to our community. An estimated $99.3million of event expenditure was generated in our region from local and non-local sources, which supports the equivalent of an estimated 794 full time jobs in the Greater Geelong region and represents a return on investment of 53:1.

6. The 2018-2019 GME sponsored events also provided additional social benefits for the local community through participation and spectator opportunities, with over 50 percent offering some free public access. Over 850,000 participants and spectators are estimated to have attended the 25 major events (Attachment 2 – Summary of Events Sponsored by GME 2018-2019).

7. GME’s calendar of major events was enhanced in 2018-2019 by the biennial Australian International Airshow and the inaugural White Night Geelong. Geelong also welcomed the Archibald Prize Exhibition to the Geelong Gallery for the second and final year in 2018. These three extraordinary events are estimated to have generated an additional $42million of event spending in our region this year.

Councillor Murrihy moved, Councillor Nelson seconded –

8. That Council notes this report providing an overview and a summary of the Geelong Major Events Committee outcomes for the 2018-2019 year.

Carried.

Attachment 1

Financial Implications

1. The total Council allocation of sponsorship funding of $1,848,277 paid during the period was within budget. The event expenditure generated by the 25 events staged during the period 1 July 2018 to 30 June 2019 is estimated to be $99.3m. This event expenditure is estimated to support the equivalent of 794 full-time jobs in Greater Geelong and represents a return on investment for our community of 53:1.

Community Engagement

2. GME meetings are currently held on the third Monday of each month commencing at 4.00pm at City Hall. Up to six ordinary GME meetings are held annually and are open to the public.The meeting details are advertised in the City News two weeks prior to the meeting date.

3. Each alternate month, the meetings are strategic sessions which allow for informal and strategic discussions with existing and potential event organisers, and event briefings on confidential and commercially sensitive matters.

4. GME consists of:

1. Up to four members of Council;

2. Up to six external representatives of the business/media/arts or events community;

3. The CEO (or his proxy); and

4. The Executive Director of Tourism Greater Geelong & The Bellarine Inc.

5. All members have full and equal voting rights.

Social Equity Considerations

6. GME funding decisions are guided by a Matrix of Events, a GME Funding Criteria and a Geelong Major Events Strategy which ensures a transparent governance process for the allocations and access to funding by the community at large.

7. Major events in Geelong make a significant contribution to the social, environmental and economic well-being of the community. These events can also provide a legacy for the community through redeveloped or newly constructed infrastructure.

8. The events staged within this reporting period provided social benefits for the local community through participation and spectator opportunities, with 14 of these major events offering some level of free public access to the event.

9. It is estimated that approximately 860,000 spectators attended the 25 events staged during the period ending 30 June 2019.

Policy/Legal/Statutory Implications

10. In August 1998, Council established GME as a section 86 Committee under the provisions of the Act to stimulate and encourage events within the municipality.

11. The objectives of GME are to:

1. Strive to stimulate and encourage events that offer the best opportunity to provide measureable economic benefits, potential to market Geelong outside the municipality and enhance local community through participation of residents;

2. Support the development and improvement of hallmark, major and developing events while focusing its activities on a clearly defined strategic program;

3. Establish and maintain strong links with the private sector, government and our communities to achieve high levels of stakeholder investment and activity required to realise the events potential of Geelong.

12. GME undertake a range of overarching actions to achieve their objectives including:

1. A Geelong Major Events Strategy and Business Plan in accordance with terms of reference;

2. Maintenance of a funding submissions and evaluation process;

3. The development and attraction of new events;

4. The continuous improvement of current events;

5. Facilitation of state, federal government and private sector funding whatever possible; and

6. Recommendations to Council regarding event infrastructure needs.

Alignment to Council Plan

13. This report aligns with the Council Plan as follows:

1. At the heart of Greater Geelong; A Clever and Creative Future are a series of community-led aspirations focusing on the region’s economy and employment, the environment, arts and culture, tourism and growth. One of the nine aspirations is for the Geelong region to be a destination that attracts local and international visitors through the securing of world class events and entertainment. This aspiration is supported by the objectives and activities of GME.

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

Conflict of Interest

14. No City officers involved in preparing this report have any direct or indirect interest in any matter raised in this report.

Risk Assessment

15. The management of risks associated with events is an important aspect to protect the community and Council’s assets. Significant processes are in place to ensure all events staged in the region have adequate risk and emergency management procedures in place, particularly focussed on the contemporary security threats now facing mass crowd events.

16. All high risk major events are required to present event plans to Geelong’s Events Multi Agency Working Group, which is coordinated by Council’s Event Services Unit and chaired by the Victoria Police. During this process, feedback and advice is given to event organisers from the represented agencies and stakeholders on the working group, such as Victoria Police, WorkSafe, CFA and the Municipal Building Surveyor.

Environmental Implications

17. Each application for funding to GME is assessed against a range of criteria including environmental impact.

18. Environmental considerations include energy usage, use of renewable sources, water usage, waste and or recycling generated, traffic congestion, use of non-powered transport options, pollution, destruction or damage to natural environments, event legacies of new or reinvigorated nature and resources. The environmental impact for each event is assessed and where appropriate actions are identified to protect the environment.

19. Council plays a leading role in working with external agencies and event organisers to ensure that environmental implications are appropriately managed.

20. The events staged during this period implemented a range of programs to minimise their environmental impacts, carbon footprint and to proactively provide positive legacies from their events.

Attachment 2

SUMMARY OF EVENTS SPONSORED BY GME 2018-2019

The following table provides a summary of the events sponsored during the period, including the estimated economic benefit from each event.

*Post-event evaluation to be finalised.

6. Geelong Major Events Committee – Amended Instrument of Delegation and Terms of Reference

Purpose

1. To seek Council endorsement of the amended Geelong Major Events Committee Instrument of Delegation and Terms of Reference.

Background

2. Geelong Major Events (GME) was established as a Council advisory committee in 1998 and formalised under Section 86 of the Local Government Act 1989 in October 1999.

3. It is Council policy to review committee terms of reference every three years.

4. Council’s policy for grants, contributions, donations and sponsorships has been replaced with Council’s new Community Investment and Support Fund (CISF).

Key Matters

5. The GME Terms of Reference are due to be reviewed in 2019.

6. The GME Committee has reviewed the Terms of Reference and made recommended changes to the document. Changes include acknowledgement of the new CISF Community Events funding which now supports small to medium sized events, and updating of the GME Event Matrix and Funding Criteria to remove duplication between the two programs.

7. The GME Event Matrix and Funding Criteria is also referenced in the GME Instrument of Delegation, therefore that document has been updated also.

Councillor Murrihy moved, Councillor Nelson seconded –

8. That Council:

1. Adopt the amended Terms of Reference for the Geelong Major Events Committee (Attachment 2) and the Instrument of Delegation to the Geelong Major Events Committee (Attachment 3); and

2. Sign and seal the amended Instrument of Delegation to Geelong Major Events Committee (Attachment 3).

Carried.

Attachment 1

Financial Implications

1. All GME funding allocations are made within the annual budget or are referred to Council or to CEO under financial delegation. There are no financial implications arising from this report.

Community Engagement

2. The amendments to the GME Terms of Reference will be incorporated into relevant GME documentation and updated on the City’s website. The funding programs available to event organisers are regularly promoted via various platforms including social media, websites, public info sessions, press advertising and by officers regular contact with event organisers.

Social Equity Considerations

3. The GME Committee members are guided by the GME Terms of Reference, the GME Instrument of Delegation and the Geelong Major Events Strategy when making funding decisions. As a Section 86 Committee, there is a transparent governance process which sees the Committee meetings operate in a similar way to that of the full Council.

4. Major events in Geelong make a significant contribution to the social, environmental and economic well-being of the community. These events can also provide a legacy for the community through redeveloped or newly constructed infrastructure. The benefits derived from hosting major events is felt across the entire municipality.

Policy/Legal/Statutory Implications

5. Amendments to the GME Instrument of Delegation and GME Terms of Reference will be made in accordance with this Report.

Alignment to Council Plan

6. This report aligns with the Council Plan as follows:

1. At the heart of Greater Geelong; A Clever and Creative Future are a series of community-led aspirations focusing on the region’s economy and employment, the environment, arts and culture, tourism and growth. One of the nine aspirations is for the Geelong region to be a destination that attracts local and international visitors through the securing of world class events and entertainment. This aspiration is supported by the objectives and activities of GME.

Conflict of Interest

7. Officers involved in the preparation of this report, do not have a direct or indirect interest.

Risk Assessment

8. There are no identified risks in relation to this report.

Environmental Implications

9. There are no identified environmental implications arising from this report.

Attachment 2

*Post-event evaluation to be finalised.

7. Planning Autorisations - Council to staff

Purpose

1. To appoint City officers as authorised officers under the Planning and Environment Act 1987 (P&EA).

Background

2. 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.

3. The P&EA regulates enforcement and is reliant on authorised officers acting on behalf of the responsible authority (Council).

Key Matters

4. 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.

5. Planning staff members have recently been employed by the City and are required to be authorised under the P&EA.

6. 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 Asher moved, Councillor Mason seconded -

7. 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:

1. Members of City staff referred to in the instrument be appointed and authorised as set out in the instrument;

2. 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;

3. Instrument be sealed.

Carried.

Attachment 1

Financial Implications

1. There are no financial implications arising from the subject of this report.

Community Engagement

2. Relevant City managers have been consulted regarding this recommended appointment and authorisation.

Social Equity Considerations

3. There are no social equity implications arising from the subject of this report.

Policy/Legal/Statutory Implications

4. The recommended appointment and authorisation of the staff members complies with the relevant provisions of the P&EA and the Local Government Act 1989.

Alignment to Council Plan

5. The recommended appointment and authorisation of the staff members supports the delivery of Council planning services.

Conflict of Interest

6. No City officers who have provided advice in relation to this report have declared a conflict of interest regarding the matter under consideration.

Risk Assessment

7. There are no significant or high risks associated with the subject of this report.

Environmental Implications

8. There are no environmental implications arising from the subject of this report.

8. Beach House Lease Agreement - Name Change

Purpose

1. To seek approval to enter in an agreement with Eastern Beach House Pty Ltd as Trustee for Eastern Beach House Trust to operate the Beach House.

Background

2. At the meeting held on 25 September 2018, Council made a number of resolutions relating to the operation of the Beach House, including the below:

1. Approves the lease of 95 Eastern Beach Road to TBOS Pty Ltd (tenant) for a total possible term of 21 years.

2. Notes that any proposed building works to be carried out at the premises by the tenant will be subject to the tenant obtaining the required permits and permissions prior to any building operations commencing.

Key Matters

3. Since the meeting on the 25 September 2018, all relevant permits have been gained and approved heritage restoration and demolition works have commenced.

4. TBOS Pty Ltd and the Mulberry Group have created a new entity, Eastern Beach House Pty Ltd as Trustee for Eastern Beach House Trust. This new entity consists of the same directors as the Mulberry Group.

5. The Mulberry Group have requested that we enter into the lease agreement with Eastern Beach House Pty Ltd as Trustee for Eastern Beach House Trust.

6. A new resolution is required to enter into this agreement, as the entity name has changed from the original resolution.

Councillor Murnane moved, Councillor Murrihy seconded -

7. That Council:

1. Approve the lease of 95 Eastern Beach Road (premises) to Eastern Beach House Pty Ltd as Trustee for Eastern Beach House Trust (tenant) for a total possible term of 21 years;

2. Note that the directors of this entity are the same as that of the Mulberry Group and TBOS Pty Ltd; and

3. Authorises the Chief Executive Officer to enter in to the lease agreement with the tenant on behalf of Council.

Carried.

Attachment 1

Financial Implications

1. Future market valuations cannot be predicted, however current estimated rentals for the period reaching almost $2m for the life of the lease on forward estimates. Therefore, to avoid future issues around appropriate delegations for approval, Council approval is sort.

Community Engagement

2. The City advertised its intent to enter into a lease agreement with TBOS Pty Ltd. TBOS and Mulberry Group recently created the business entity Eastern Beach House Pty Ltd as Trustee for Eastern Beach House Trust which is the company that will be signing the agreement.

3. The Eastern Beach House Pty Ltd as Trustee for Eastern Beach House Trust has the same directors and is simply a different business entity created for the operation of this venue.

Social Equity Considerations

4. The proposed lease will include a kiosk, event space and restaurant/café and will reactivate the space for access by the public.

Policy/Legal/Statutory Implications

5. The City has complied with the requirement to advertise its intent to grant a lease. The advertising occurred on 3 August 2018 and 4 August 2018 with submissions closing on 3 September 2018 as per section 190 of the Local Government Act 1989.

Alignment to Council Plan

6. The recommendation supports the key priority relating to Organisational Leadership, Strategy and Governance of “Proactively managing our assets, including land holdings”.

Conflict of Interest

7. No City officers or contractors involved in this process have a direct or indirect interest in this matter.

Risk Assessment

8. The Mulberry Group provided the only viable submission for the lease of the Beach House. If Council elects not to enter into this lease, the Beach House will remain unoccupied and unavailable for public access.

Environmental Implications

9. Obligations in relation to environmental management, including waste management, are included in the lease terms. There are no other significant environmental impacts arising from this proposed lease.

Close of Meeting

As there was no further business the meeting closed at 10:18pm on Tuesday 8 October 2019.

Signed: _________________________________________

Councillor Bruce Harwood (Mayor)

Date of Confirmation: _____________________________

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