Council Minutes - Section B: Reports - 12 November 2019

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Reports tabled at the Community Focus Council Meeting of Council on Tuesday 12 November 2019, held at the Cloverdale Community Centre, 167-169 Purnell Road, Corio.

1. Lara Recreation Reserve Master Plan

2. Draft Social Housing Plan 2018-2041

3. Council Portfolios and Councillor Appointments to Portfolios and Committees

4. Mayor and Councillors’ Media Engagement Policy

5. Road Closure – Gibbons Road, Lara

6. Naming – Purnell Road Child and Family Centre

7. Naming – Drysdale Integrated Children’s Centre

8. Quarterly Financial Report – September 2019

9. Council Plan Quarterly Report – September 2019

10. Transformation Program 2.0 Progress Report – August 2019

11. Revocation of Flood Prone Area Designation of New Lots at Charlemont Rise Estate, Stage 11

Councillor Grzybek declared a direct interest in Agenda Item 1, Lara Recreation Reserve Master Plan in that she is Secretary of the Lara United Football Club and left the meeting room prior to discussion at 7:25pm.

1. Lara Recreation Reserve Master Plan

Purpose

1. To seek Council endorsement of the final Lara Recreation Reserve Master Plan (Master Plan) following the conclusion of the community consultation period.

Background

2. The Master Plan aims to understand the aspirations of the growing Lara community, alongside the City’s objectives, to ensure the reserve is a highly utilised, modern and well-functioning community space with over 1,300 active participants.

3. The draft Master Plan was presented to the Community Focus Council Meeting on Tuesday, 11 June 2019 where Council resolved to release the draft Master Plan to a six week community consultation period.

4. Following the closure of community consultation, the final Master Plan has been prepared for consideration.

Key Matters

5. The community consultation period opened from 12 June 2019 to 24 July 2019 and 177 responses were received. The majority of respondents (83%) were supportive of the draft Master Plan, with a smaller number of respondents considered impartial and two respondents in opposition. A summary of the consultation can be found in the appendices of Attachment 2.

6. A number of changes have been made to the final Master Plan to reflect feedback received during the consultation period. Most notably the changes are in relation to the positioning of the proposed Oval 3 change rooms, orientation of baseball diamond and additional tennis courts resulting from the relocation of netball facilities.

7. The preliminary cost estimate for the Master Plan is between $17 million and $18 million.

8. Following the endorsement of the Master Plan, officers will engage the Project Reference Group to prioritise the list of investment items in preparation for future funding consideration. It is expected the delivery of the Master Plan will be achieved over the medium to long term, via a series of funding partnerships between federal and state governments, local sporting clubs and the City.

Councillor Aitken moved, Councillor Kontelj seconded -

9. That Council:

1. endorse the final Lara Recreation Reserve Master Plan;

2. note that funding for the implementation of the Master Plan will be referred for consideration as part of Council’s strategic resource planning and future annual budget processes; and

3. modify the final Lara Recreation Reserve Master Plan to include the provisions of Football Victoria compliant perimeter fencing of the soccer pitches used by Lara United Football Club.

Carried.

Attachment 1

Financial Implications

1. The preliminary estimate to deliver the construction of the Lara Recreation Master Plan (Master Plan) is between $17 million and $18 million, using current costs and excluding escalations.

2. It is proposed that the Master Plan act as a guide for investment over the medium to long term and will inform the City’s long-term strategic resource plan.

3. Due to the expanse, age, quantity and quality of infrastructure, there are a number of items that require investment and each of these items can be considered in staged approach, year on year as part of the City’s annual budget and grants processes.

4. Major investment items include:

1. Oval 3 change room development $1.65 million;

2. Netball court development $550,000;

3. Shared tennis and netball club room facilities $880,000;

4. Lighting to soccer fields $250,000;

5. Refurbishment of football/cricket change room facilities and supporting infrastructure $1.9 million;

6. Informal running/walking track and improved landscaping $690,000; and

7. Improved and additional car parking $1.85 million.

5. Further funding for detailed design and cost testing of the Master Plan will be required to progress all infrastructure developments.

6. It is expected that the delivery of the Master Plan will be achieved via a funding partnership between state and federal governments, local sporting clubs and the City.

Community Engagement

7. Community engagement has influenced all stages of the development of the Master Plan. Key stakeholders formed the Project Control Group (PCG) and Project Reference Group (PRG), with relevant peak bodies given the opportunity to respond to the Master Plan through the exhibition period. The PRG consisted of representatives of the 10 individual groups who tenant the reserve. This included representatives of the Lara Sporting Club, Lara Sporting Club (Football), Lara Sporting Club (Netball), Lara Sporting Club (Baseball), Lara Sporting Club (Cricket), Lara United Football (Soccer) Club, Lara Tennis Club, Lara Bowling Club, 1^st Lara Scouts and St John’s Ambulance. In addition, the Lara Secondary College and Lara Primary School were included on the PRG, however were unable to attend meetings. Minutes of meetings and copies of plans were distributed to both schools via email.

8. Other consultative activities throughout the master planning process included an initial letter drop of residences within 400 metres of the reserve, reaching 479 properties, inviting them to complete a survey to help us understand usage, need and future aspirations for the reserve. These residents were re-engaged following the release of the draft Master Plan.

9. The draft Master Plan was available via the City’s Have Your Say and social media pages. Along with the 177 completed Have Your Say submissions, there were an additional 656 social media posts related to the Master Plan.

10. Of the 177 responses, 147 were in support of the draft Master Plan, 28 were considered impartial and two responses were in opposition. A complete summary of the feedback can be found in the appendices of Attachment 2.

11. In summary, key matters raised and the proposed responses are outlined below:

Key Matters	Proposed Response
Strong support for the draft Master Plan particularly for the development of new netball courts and the shared netball/tennis facilities.	It is proposed to develop new netball facilities including a shared netball/tennis pavilion. The existing netball and tennis facilities are both currently inadequate and outdated, and not to standard. Currently the main netball facilities are located on Department of Education and Training land, utilising a storage container and marquee to support game day operations, with no adequate team facilities / change rooms. Colocation with the tennis club will enable both clubs to benefit from the renewal, is consistent with the integration and sustainability principles of Councils draft Social Infrastructure Policy and also the additional provision of two court, that as identified in the G21 Tennis Strategy 2014.
Strong support for the draft Master Plan however preference for the Oval 3 change room facility and baseball diamond to be reoriented.	It is proposed to enhance Oval 3 (the reserve) to accommodate the growth in AFL in particularly the women’s league. In conjunction with the reorientation of the baseball diamond, a new ‘Oval 3’ facility will be built to provide for the colocation and servicing of both Lara Baseball and Lara AFL needs, consistent with Council policy. This facility is proposed to be a relatively simple construction and design to accommodate change facilities and other game day needs for both clubs. It is not intended that the facility will house function areas, or the like as these will be accessed via the main (existing) Lara Sporting club building that is also proposed for redevelopment as part of the Master Plan.
Concern that there is not an indoor basketball stadium within the Plan.	This feedback was received as part of 28 submissions. Whilst the concern of these respondents is noted, the spatial limitation and existing high use of Lara Recreation Reserve, deem an indoor basketball stadium unfeasible at this location. It is noted that a two court indoor facility is proposed to be developed in the Lara West growth area as part of the Lara West Precinct Structure Plan.

Social Equity Considerations

12. Lara Recreation Reserve is home to a strong female participant base, with over 500 females across all clubs and groups. All tenanting users have a focus on inclusive participation and diversity. The provision of modern infrastructure that supports female and all abilities involvement has been a driver for the development of the Master Plan.

Policy/Legal/Statutory Implications

13. There are no known policy, legal or statutory implications associated with this report.

14. The Master Plan has been developed generally consistent with the principles in Council’s draft Social Infrastructure Policy and standards regarding provision of sport and recreation facilities.

Alignment to Council Plan

15. The Master Plan is consistent with three of the eleven strategic priorities of the Council Plan 2018-2022. The development of the Lara Recreation Reserve will provide:

1. Improved social infrastructure and planning - providing quality spaces that support active lifestyles and the growth of sport through accessible and modern infrastructure;

2. Informed social infrastructure and planning - through engagement with the community, best practice guidelines and Council policy; and

3. A more inclusive and diverse community - by supporting activities and infrastructure that improves social equity and gender equality outcomes.

Conflict of Interest

16. There is no known conflict of any City Officers or contractors involved in the preparation of this report or its recommendations.

Risk Assessment

17. Financial - Preliminary cost estimates associated with the Master Plan are provided at a point in time (as at October 2019) and are to be used as a guide only. The cost estimates attached to this report are subject to change based on further detailed design and community consultation. Cost estimates for construction components may be subject to escalation if delivery of components are delayed. Design components will incur additional cost.

18. Social – Lara Recreation Reserve is the central location for a range of sporting and recreational activity in Lara. Lara’s growth, coupled with its ageing infrastructure, warrants investment in renewing the Reserve. Not coordinating future investment carries a risk of not being able to accommodate the future participation needs in Lara.

Environmental Implications

19. There are no immediate environmental implications associated with the adoption of this report. Future development at Lara Recreation Reserve will adopt environmentally sustainable design.

20. The Master Plan notes the importance to retain and protect the Avenue of Honour trees located at the reserve. Future landscaping will also provide additional and improved vegetation and tree canopy.

Councillor Grzybek re-entered the meeting room at 7:36pm

2. Draft Social Housing Plan 2018-2041

Purpose

1. To present the City of Greater Geelong Draft Social Housing Plan 2018-2041 for public exhibition until the end of December 2019 prior to Council adoption.

Background

2. In 2018, the City applied for a Victorian Government grant under its Social Housing Investment Planning (SHIP) program and has developed a Social Housing Plan 2018-2041 (the Plan). The timeframe for the Plan aligns with the City’s Settlement Strategy. The overarching purpose of this project is to facilitate an increase in the supply of social housing.

3. Social housing is housing that is appropriate for people on low incomes and includes public housing and housing owned and controlled by a registered housing association.

4. Without adequate social housing, the numbers of people experiencing homelessness and living on the streets will continue to increase, while living standards that should be accessible to all members of our community will be further out of reach.

5. The Plan identifies the social housing needs and options to expand the supply of social housing in Greater Geelong, in partnership with other responsible levels of government.

Key Matters

6. The Plan identifies:

1. A 32% growth in population over the next 18 years. Geelong is a community with a higher than state average of lone and single households and house prices are escalating while private rental, social and public housing options are unable to meet the increasing demand;

2. Across the City of Greater Geelong 3,300 households currently live in social housing; 3.6% of all households;

3. 10,800 households are currently living in housing stress; 11.3% of all households (i.e. very low, and low-income households that are paying more than 30% of household income on rent); and

4. The current estimated need for social housing is 13,500 new dwellings over 21 years including the replacement of 1,500 existing public housing dwellings that will come to the end of their economic life.

7. The Plan is built around five key goals as outlined in Attachment 2.

8. The Plan also recommends specific roles for the City in its implementation including: leadership, investment, partnerships, planning, urban revitalisation and capacity building. Officers have reviewed and identified the benefits and resources required. (Attachment 2).

Councillor Mansfield moved, Councillor Murnane seconded -

9. That Council approve the release of the draft Social Housing Plan 2018-2041 for community consultation until the end of December 2019.

Carried.

Attachment 1

Financial Implications

1. There are costs associated with a range of recommended actions as outlined in this report. In the immediate future, it is recommended to prepare a business case for a dedicated planning specialist residing in the Strategic Planning team to commence activation of the Plan. A new officer position will be subject to a business case, and it is recommended that $130k is sought to commence the implementation plan. This request will form part of the budget process for the next financial year.

Community Engagement

2. Extensive community engagement was undertaken during the project planning process. Workshops were held with:

1. social housing tenants;

2. community service agencies;

3. housing providers;

4. industry sector; and

5. general community, Let’s Talk About Social Housing Forum held in June with over 80 people in attendance.

3. It is proposed to publicly exhibit the draft Plan for broad community feedback over four weeks prior to finalising the Plan.

Social Equity Considerations

4. The Plan meets all of Council’s social equity principles.

5. All activities of the City will be informed by up to date demographic and geographic information on social equity in the region which identified priority areas and groups for attention.

6. Safe, secure and affordable housing is a central ingredient to personal wellbeing and community safety. Housing also plays a role in facilitating access to services such as health, education and employment providing the foundation for participation in local, neighbourhood and community life.

7. The Plan is evidence based, using the most up to date demographic forecast data from .id forecasts. It includes attention to community groups such as the Aboriginal and Torres Strait Islander communities and a presentation was made to Council’s Access and Inclusion Committee.

8. Planning for all activities will be informed by focussed, partnerships and engagement with priority groups and areas aimed at fully understanding the particular needs and obstacles they experience in accessing services and facilities.

9. The engagement report documents the issues experienced by service providers tenants, those who are housed in public housing and agencies that service/assist people who require housing.

10. Service infrastructure design, location, communication and support arrangements will address the particular needs and obstacles faced by priority areas and groups.

    The Plan supports the locations of social housing as part of a residential mix that is close to services.

Policy/Legal/Statutory Implications

11. The Victorian Government has recently created planning and funding mechanisms to promote increased delivery of social housing across the state by the not-for-profit sector through registered housing associations, in addition to its direct provision of public housing. The Victorian Government wants the assistance of local government through identifying local needs, using the planning system to encourage social housing development and by providing land.

12. The right to housing is a right to have somewhere to live that is adequate. Relevant policy and statutory implications include:

1. Victorian Housing Act 1983;

2. Planning and Environment Act 1987;

3. National Housing and Homelessness Agreement (NHAA); and

4. Victorian Charter of Human Rights and Responsibilities 2006.

Alignment to Council Plan

13. Under the Informed Social Infrastructure and Planning key priority, Council Plan 2018-2022 states that Council will advocate and plan for a range of social and affordable housing options.

14. In addition, under the Planned Sustainable Development priority, Council Plan 2018-2022 states that Council will make sure housing supply, diversity and affordability can meet the needs of our growing community.

Conflict of Interest

15. There is no officer conflict of interest associated with the development of the Plan and report.

Risk Assessment

16. To do nothing is a risk when considering the extent of housing stress in Greater Geelong.

Environmental Implications

17. There are no immediate environmental implications associated with this report.

3. Council Portfolios and Councillor Appointments to Portfolios and Committees

Purpose

1. To adopt new Council portfolios and to appoint Councillors to the position of Chair and Deputy Chair for each portfolio; and

2. To appoint Councillors to Council committees and as Council’s representatives to external committees, boards, associations and forums.

Background

3. Council portfolios support Councillors to play a role in overseeing the Council’s strategic areas of focus.

4. On 13 March 2018, Council adopted a Council portfolios and appointed Councillors as Chair and Deputy Chair of each portfolio for a two-year term. Also at this meeting, Councillor representatives were appointed to Council committees, external committees, boards, associations and forums.

5. Council is required to appoint its Councillor representatives to both Council and external committees, boards, associations and forums.

Key Matters

6. Following the Mayoral election in October, a review of the Council’s strategic areas of focus was conducted. The review identified new areas of strategic focus for Council which is reflected in the revised Council portfolios (Attachment 2).

7. A Councillor Chair and Deputy Chair/s will be appointed to each of the revised Council portfolios. The appointment will continue until the end of the Council term in 2020.

8. As a result of the revision of Council portfolios, a review of Councillor representatives for Council and external committees, boards, associations and forums was also conducted. A list of Councillor appointments is included in Attachment 3. Appointments of Councillor representatives will continue until the end of the Council term in 2020.

Councillor Asher moved, Councillor Grzybek seconded -

9. That Council:

1. Adopt the Council portfolios set out in Attachment 2;

2. Appoint Councillors as Chair and Deputy Chair/s for each portfolio as set out in Attachment 2, noting the term of appointment will continue until the end of the Council term in 2020; and

3. Appoint Councillor representatives to Council committees, external committees, boards, associations and forums as set out in Attachment 3, noting that the term of appointment will continue until the end of the Council term in 2020, and appoint Councillor Trent Sullivan as a delegate to the Central Geelong Marketing Committee.

Carried.

Attachment 1

Financial Implications

1. There are no direct financial implications associated with this report.

Community Engagement

2. The assignment of portfolios to Councillors provides an effective means for Council to be made aware of the community needs. Portfolio Chairs and Deputy Chairs will continue to provide an important link between the community and the Council for matters of strategic areas for focus for their portfolio.

3. Outcomes from Councillor appointments to external committees, boards, associations and forums will be communicated to all relevant stakeholders.

Social Equity Considerations

4. Assigning Councillors to committees and portfolios provides the community with the opportunity to further engage and raise specific issues with their Council and provides an opportunity to identify and respond to the social needs of the community.

Policy/Legal/Statutory Implications

5. Council must appoint its representatives formally by a decision of Council in accordance with the Act. In addition, the Mayor may appoint Councillors to be the chairperson of Council Special Committees in accordance with section 11E of the City of Greater Geelong Act (Vic) 1993 (COGG Act).

6. Appointment of Councillor representatives is compliant with the Council Committee Representation Policy and the Local Government Act (Vic) 1989.

7. Council portfolios will be administered in accordance with the City’s Portfolio Protocol.

Alignment to Council Plan

8. Appointing Councillors to Council portfolios aligns with priority 11 of the Council Plan – Organisational, Leadership, Strategy and Governance.

9. Committee appointments have been made to best support the implementation of the Council Plan.

Conflict of Interest

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

Risk Assessment

11. Councillors and officers are required to consider the risks and regulatory requirements of any appointment to a Council Committee, particularly in respect to:

1. Directors and Officers Liability Insurance;

2. Conflicts of Interest;

3. Confidentiality of information; and

4. Adherence to the required governance proceedings.

Environmental Implications

12. There are no direct environmental implications arising from this report.

Attachment 2 - Council Portfolios and Councillor Appointments to Portfolios

Attachment 3 - Councillor Appointments to Committees

4. Mayor and Councillors’ Media Engagement Policy

Purpose

1. To adopt the revised Mayor and Councillors’ Media Engagement Policy 2019.

Background

2. The Mayor and Councillors’ Media Engagement Policy (Attachment 2) (Policy) sets guidelines for the media engagement and public speaking roles undertaken by the Mayor and Councillors, and recognises the Mayor is the Council’s principal spokesperson in accordance with the provisions of the Local Government Act (1989) (the Act).

Key Matters

2. The Policy provides for the Mayor to be the principal spokesperson for the City consistent with section 73AA of the Act. The Policy also provides for the Mayor to delegate media engagement and public speaking opportunities to other Councillors.

3. Key provisions of the Policy address:

1. The support that the City will provide to the Mayor and Councillors in their media engagement and public speaking roles;

2. How the Mayor will determine who shall be the Council spokesperson on media issues; and

3. The use of social media.

Councillor Grzybek moved, Councillor Asher seconded -

4. That Council adopt the Mayor and Councillors’ Media Engagement Policy 2019.

Carried.

Attachment 1

Financial Implications

1. There are no additional financial implications arising from the adoption of this policy. The City provides media support for the Mayor and Councillors through the Mayor and Councillor Support Unit.

Community Engagement

2. The Mayor and Councillors play a critical role in engaging the community on key issues for the City and the Council. This policy supports the administration of media engagements and speaking opportunities that will provide opportunities keep the community informed.

Social Equity Considerations

3. This revised policy will continue to ensure fair, transparent engagement by the Mayor and Councillors with the community they serve.

Policy/Legal/Statutory Implications

4. This policy is consistent with the Local Government Act (Vic) 1989 in particular noting the Mayor being principal spokesperson for the Council. The City has benchmarked the provisions of this policy with policies of other Victorian Councils.

Alignment to Council Plan

5. This revised policy aligns with the Council Plan 2018-2022 ‘Organisational Leadership, Strategy and Governance’ by continuing to communicate and engage with the community.

Conflict of Interest

6. Officers involved in the preparation or providing advice to this report do not have direct or indirect interest.

Risk Assessment

7. The revised Mayor and Councillors’ Media Engagement Policy 2019 supports the City and the Council to effectively engage with the community.

Environmental Implications

8. There are no environmental implications associated with this report.

5. Road Closure – Gibbons Road, Lara

Purpose

1. To endorse the process to discontinue Gibbons Road, Lara and invite submissions.

Background

2. Gibbons Road is a Category 2 Local Road – Rural, south of the Lara settlement boundary identified in the Lara Structure Plan, at the eastern end, as pedestrian / shared path access only.

3. The eastern end of Gibbons Road where it meets O’Hallorans Road is an extension ‘road’ (not a legal carriageway). The extension was developed as an interim haulage route during the construction of the Grand Lakes Estates, Lara circa 2010.

4. A trial closure at the eastern end of Gibbons Road, Lara commenced in February 2019 following concerns raised by the community that the road was being used as a shortcut (between Lara and Bacchus Marsh Roads) generating safety and amenity issues for both users and local residents.

5. Concrete barriers installed near the bend in the road alignment at O’Hallorans Road to close the road, (refer to Figure 1, Attachment 2), will remain in place until a resolution is made to either conclude the trial or make the closure permanent.

Key Matters

6. Letters were sent to property owners on Gibbons Road in March 2019, advising that the closure would remain in place until the community engagement for the Lara Traffic Study was undertaken and final recommendations adopted.

7. Community engagement regarding the Lara Traffic Study has now closed and three items of feedback were received objecting to the Gibbons Road closure.

8. 85 unsolicited communications were received during the trial closure between February and May 2019, 82% would support the road remaining open as a preferred route / shortcut and that is should be sealed. 8% were in support of maintaining the closure for safety and amenity reasons. 100% of residents on Gibbons Road supported closure. (refer to Attachment 3).

9. The cost of improvement works to the road to bring it up to a sealed standard are estimated in excess of $1.7million and do not include any additional safety works on Bacchus Marsh Road likely to be required to cater for turning traffic.

10. The full closure of Gibbons Road will improve safety by reducing the speeds of vehicles along the unsealed road and redirecting traffic flows onto road networks fit for purpose, and will improve amenity with a reduction in dust and noise issues.

Councillor Aitken moved, Councillor Grzybek seconded -

11. That Council endorse the Chief Executive Officer to commence the process to discontinue the 300m section of Gibbons Road, by publishing a notice outlining the proposal, inviting submissions for 4 weeks and bring back a further report to Council after consideration of submissions.

Carried.

Attachment 1

Financial Implications

1. Reopening of Gibbons Road will require gazettal of a deviation of the road through current freehold title land. Improvement works to the road to bring it up to a sealed standard are estimated in excess of $1.7 million and does not include any additional safety works on Bacchus Marsh Road likely to be required by Regional Roads Victoria to cater for turning traffic.

2. The closure of Gibbons Road will result in operational savings in reduced grading’s and unsealed road maintenance. Additionally, the truncated section of Gibbons Road will retain a higher asset condition increasing the time between renewals.

Community Engagement

3. Community feedback was received following the trial closure. Support to maintain the closure was received from 15 contacts with reasons including safety for pedestrians and other road users, amenity for those living on the road and reduced maintenance needs.

4. 70 unsolicited objections to the closure were received (many anonymous) advising that Gibbons Road is a convenient shortcut, that the road could be sealed instead of avoiding maintenance, and alternative routes are unsafe and congested.

5. Customer contact related to the road closure has subsided since early April, with recent contact related to follow-up support from an earlier submission. Following the initial feedback there has been limited ongoing requests for the road to be re-opened.

6. The officer response to all the community feedback is shown in Attachment 3.

Social Equity Considerations

7. The are no social equity implications arising from the subject of this report.

Policy/Legal/Statutory Implications

8. The extension road can be discontinued under the provisions in the Local Government Act 1989 (LG Act). The process allows for consideration of submissions from the public before a final decision is made.

9. Permanent closure of Gibbons Road can be undertaken by removing a segment from the Municipal Road Register under the provisions of the Road Management Act 2004 (RM Act).

Alignment to Council Plan

10. Improved Health & Safety of our Community – improve safety of, and user satisfaction with, community infrastructure.

11. Planned Sustainable Development – Managing the impact of development on the unique character of our townships.

12. Informed Social Infrastructure and Planning – Delivering accessible and attractive community infrastructure, based on community need.

Conflict of Interest

13. There is no officer direct or indirect interest in the preparation of this report.

Risk Assessment

14. The closure and subsequent reduction of traffic volumes will reduce the associated road safety, asset deterioration and resident amenity risks along Gibbons Road.

15. The use of Gibbons Road for access into the Grand Lakes estate was not considered as part of the Traffic planning for this estate. All road network improvements for this subdivision were undertaken for safe access into the estate via alternatives to Gibbons Road.

Environmental Implications

16. There are no environmental implications associated with the outcomes of this report.

Attachment 2

1. Gibbons Road is a Category 2 Local Road – Rural, south of the Lara Settlement boundary which the Lara Structure Plan identifies, at the eastern end, as pedestrian / shared path access only. The eastern end of Gibbons Road where it meets O’Hallorans Road is an extension ‘road’ (not a legal carriageway). The extension was developed as an interim haulage route during the construction of the Grand Lakes Estates, Lara circa 2010.



Figure 1 - Location of road closure and section for discontinuance on Gibbons Road, Lara

2. A trial closure of Gibbons Road, Lara commenced in February 2019 following concerns that the road is used as a shortcut between Lara and Bacchus Marsh Roads and is generating a number of safety and amenity issues for both users and local residents.

3. The road closure has been installed near the bend in the road alignment at O’Hallorans Road using concrete barriers, with multiple advance warning signage (refer to Figure 1, Attachment 2), which will remain in place until a resolution is made to either conclude the trial or make the treatment permanent.

4. Due to the effectiveness of the trial to date, the road closure remained in place while details regarding the permanent treatment options and cost estimates were prepared for presentation to Council.

5. Letters to local residents in Gibbons Road were sent advising of the closure and also noted the Lara Traffic Study priority actions were released on 28th March 2019 for a period of 6 weeks for community feedback.

6. 85 unsolicited responses were received with 15 in favour and 70 against. Residents of Gibbons Road have been very supportive of the closure. The majority of other responses are from the residents of Grand Lakes Estate and are not supportive of the closure.

7. Primary objections to the closure relate to Gibbons Road being a convenient shortcut to avoid traffic and safety concerns on designated roads exiting the Grand Lakes Estate. These traffic and safety concerns are being investigated by the Lara Transport Study and Regional Roads Victoria (ForestRoad Sth / CanterburyRoad West). Concerns regarding O’Hallorans Road / Patullos Road are being addressed in planning works funded in the 2019/20 Council budget.

8. A permanent closure of Gibbons Road can be enacted under existing delegations and is a recommendation of the Lara Transport Study, report tabled at Council Meeting 13 August 2019. To close the road it is recommended that the road first be removed from the Municipal Road register under Section 17(4) of the Road Management Act 2004. Then the redundant segment of road may be discontinued through clause 3 of Schedule 10 of the Local Government Act 2004 by publishing a notice in the government gazette.

9. The trial road closure of Gibbons Road has improved safety, amenity and maintenance issues previously associated with use of the road as an undesignated shortcut for Grand Lakes Estate residents.

10. The long-term requirements for roads in the Lara area are addressed in the Lara Transport Study, which was presented to Council on 13 August 2019. Recommendations relating to the proposed permanent closure of Gibbons Road and additional works to address vehicles using O’Halloran’s Road and the Elcho Basin property to access Heales Road are included in the Lara Transport Study.

11. Budget allocation has been made to design the future upgrade of Patullos Road and the O’Hallorans Road intersection to service the Lara West Growth Area. Regional Roads Victoria are reviewing the Canterbury Road West / Forest Road South roundabout raised by objectors as a safety concern.

12. Permanent closure of Gibbons Road can be undertaken by removing a segment from our road register and discontinuing the Road. Discontinuance is to follow the procedure in the Local Government Act 1989 (Vic) (LG Act).

Attachment 3 - Community Feedback

6. Naming – Purnell Road Child and Family Centre

Purpose

1. To seek Council’s approval to release the proposed name for the new Purnell Road Child and Family Centre for community consultation.

Background

2. The Purnell Road Child and Family Centre is a City of Greater Geelong and State Government project which responds to the need to provide new facilities to accommodate current and expected population growth in the north.

3. The new facility is proposed to accommodate long day child care, sessional kindergarten, maternal and child health, specialist family support unit, toy library, community meeting room, interview room, consulting rooms, multi-purpose room, community/parent lounge and public playground/open space area.

4. The new facility has already received an occupancy certificate. Services will start transitioning from October 2019 and full services will commence operation in term one 2020.

Key Matters

5. The proposed name for the Purnell Road Child and Family Centre, Korayn Birralee (pronounced Ko-rain Birra-lee, with a rolling r on the rr) Family Centre, Corio, has been created, agreed upon and approved by traditional land owners from Wathaurung Aboriginal Corporation.

6. The proposed name, meaning Corio Children, best reflects the service provided and location of the service without conflict for emergency services or duplication.

7. The name meets the criteria under the Geographical Place Names Act 1998, and as outlined in the guidelines, Naming rules for places in Victoria 2016.

8. The proposed name will be released for community consultation for a period of four weeks. Notification of community consultation will be given through advertisement in key local media and through a mail-out to neighbouring residents.

9. Once community consultation has concluded a further report will be provided to Council to formally adopt the name.

Councillor Aitken moved, Councillor Grzybek seconded -

10. That Council:

1. Approve the release of the proposed name, Korayn Birralee Family Centre, Corio, for community consultation for a period of four weeks; and

2. Note that a further report will be provided to Council to formally adopt Korayn Birralee Family Centre, Corio, as the name for the facility (subject to statutory approval from the Office of Geographic Names).

Carried.

Attachment 1

Financial Implications

1. Council is responsible for the cost of the signage to the new building. This cost is accounted for within the capital project budget.

Community Engagement

2. Officers have undertaken a detailed engagement process with the traditional land owners from Wathaurung Aboriginal Corporation, with the name being presented and agreed by the Wathaurong Aboriginal Co-operative Board.

3. The community will be invited to input into the proposed naming of the Purnell Road Child and Family Centre, Korayn Birralee Family Centre, Corio. Notification of this opportunity will be given through advertisement in the Geelong Advertiser, City News and Geelong Australia webpage and through a mail-out to neighbouring residents.

4. Subject to Council and Geographical Registrar approval, the relevant authorities and abutting owners and surrounding residents will be notified of the naming.

Social Equity Considerations

5. The proposal promotes and respects Aboriginal culture, helps build relationships between Aboriginal and non-Aboriginal Australians, and promotes education of Aboriginal history and culture within Council and across the community.

Policy/Legal/Statutory Implications

6. All Geographical Place Names Act 1998 guidelines and Council policies have been followed and met in relation to the naming proposal.

Alignment to Council Plan

7. The proposal aligns to Council Plan, in particular:

1. ‘A more inclusive and diverse community’ under the key priority ‘advocating for, and helping to achieve, the priorities set by local Aboriginal people’; and

2. ‘Organisational leadership, strategy and governance’ under the key priority of ‘proactively manage our assets, including land holdings’.

Conflict of Interest

8. 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.

Risk Assessment

9. The naming of the Purnell Road Child and Family Centre, Korayn Birralee Family Centre, Corio, considers the risk of emergency services not being able to locate the facility. The risk is minimal, as the name is not duplicated elsewhere in the municipality and the naming complies with the Geographical Place Names Act 1998. The Emergency Services Telecommunications Authority (ESTA) responsible for responding to 000 calls, will be notified of the name change, if approved.

Environmental Implications

10. There are no environmental issues arising from this report.

7. Naming – Drysdale Integrated Children’s Centre

Purpose

1. To seek Council’s approval to release the proposed name for the new Drysdale Integrated Child and Family Centre for community consultation.

Background

2. The Drysdale Integrated Child and Family Centre is a City of Greater Geelong and state government project which responds to the need to provide new facilities to accommodate current and expected population growth in the northern Bellarine area.

3. The new centre is proposed to accommodate a range of early years and family services/facilities including child care, sessional kindergarten, maternal and child health, consulting rooms, and a multi-purpose community room.

4. The new facility is planned to commence operations in term one 2020.

Key Matters

5. The proposed name for the Drysdale Integrated Child and Family Centre, Bellla wiyn Birralee (pronounced Bella-w’n Birra-lee, with a rolling r) Family Centre, Drysdale has been created, agreed upon and approved by traditional land owners from Wathaurung Aboriginal Corporation.

6. The proposed name, meaning Bellarine Children, best reflects the service provided and location of the service without conflict for emergency services or duplication.

7. The name meets the criteria under the Geographical Place Names Act 1998, and as outlined in the guidelines, Naming rules for places in Victoria 2016.

8. The proposed name will be released for community consultation for a period of four weeks. Notification of community consultation will be given through advertisement in key local media and through a mail out to neighbouring residents.

9. Once community consultation has concluded a further report will be provided to Council to formally adopt the name.

Councillor Mason moved, Councillor Sullivan seconded -

10. That Council:

1. Approve the release of the proposed name, Bellla wiyn Birralee Family Centre, Drysdale, for community consultation for a period of four weeks; and

2. Note that a further report will be provided to Council to formally adopt
   Bellla wiyn Birralee Family Centre, Drysdale, as the name for the facility (subject to statutory approval from the Office of Geographic Names).

Carried.

Attachment 1

Financial Implications

1. Council is responsible for the cost of the signage to the new building. This cost is accounted for within the capital project budget.

Community Engagement

2. Officers have undertaken a detailed engagement process with the traditional land owners from Wathaurung Aboriginal Corporation, with the name being presented and agreed by the Wathaurong Aboriginal Co-operative Board.

3. The community will be invited to input into the proposed naming of the Drysdale Integrated Child and Family Centre, Bellla wiyn Birralee Family Centre, Drysdale. Notification of this opportunity will be given through advertisement in the Geelong Advertiser, City News and Geelong Australia webpage and through a mailout to neighbouring communities.

4. Subject to Council and Geographical Registrar approval, the relevant authorities and abutting owners and surrounding residents will be notified of the naming.

Social Equity Considerations

5. The proposal promotes and respects Aboriginal culture, helps build relationships between Aboriginal and non-Aboriginal Australians, and promotes education of Aboriginal history and culture within Council and across the community.

Policy/Legal/Statutory Implications

6. All Geographical Place Names Act 1998 guidelines and Council policies have been followed and met in relation to the naming proposal.

Alignment to Council Plan

7. The proposal aligns to Council Plan, in particular:

1. ‘A more inclusive and diverse community’ under the key priority ‘advocating for, and helping to achieve, the priorities set by local Aboriginal people’; and

2. ‘Organisational leadership, strategy and governance’ under the key priority of ‘proactively manage our assets, including land holdings’.

Conflict of Interest

8. 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.

Risk Assessment

9. The naming of the Drysdale Integrated Child and Family Centre, Bellla wiyn Birralee Family Centre, Drysdale, considers the risk of emergency services not being able to locate the facility. The risk is minimal, as the name is not duplicated elsewhere in the municipality and the naming complies with the Geographical Place Names Act 1998. The Emergency Services Telecommunications Authority (ESTA) responsible for responding to 000 calls, will be notified of the name change, if approved.

Environmental Implications

10. There are no environmental issues arising from this report.

8. Quarterly Financial Management Report - September 2019

Purpose

1. To present to Council the Financial Performance information to 30 September 2019.

Background

2. On 25 June 2019 the 2019-2020 Final Budget was adopted with a recurrent surplus of $1.4 million and opening cash balance of $92.5 million.

3. On 27 August 2019 Council approved the carryover of capital and non-capital project funding into 2019-2020 , in addition to other material adjustments impacting the 2019-2020 financial year. This change known as 2019-2020 amended budget was in response to funding allocated in 2018-2019 for projects not completed, and the removal of 50% of the 2019-2020 Federal Government Grants Commission funding due to early payment in 2018-2019. This resulted in a higher than expected opening cash balance of $105.5 million. The 2019-2020 recurrent amended budget is an operating deficit of ($17.2 million) and non-recurrent surplus of $78.5 million. The 2019-2020 full year net amended budget is a surplus of $61.3 million.

4. The financial statements and commentary is for the period July 2019 to September 2019, which compares the amended budget with actual revenue and expense.

Key Matters

5. The recurrent operating result for the three month period is a surplus of $5.9 million. The budgeted position was a deficit of ($3.7 million) so the result represents a better than anticipated outcome of $9.6 million. A summary of the year to date variances are provided in Attachment 1 of this report.

6. Capital expenditure year to date is $18.9 million against an amended budget of $22.1 million. It is anticipated that there will be a carryover figure of $22.3 million (as budgeted) for works not completed by the end of the financial year. This figure will be reviewed during the second quarter of 2019-20. A summary of capital expenditure variances is provided on Attachment 1 of this report.

7. The cash and investment balance of $79.1 million is ($8.1 million) lower than expected at this stage of the year mainly due to lower rates receipts, partly offset by capital spend behind schedule. A summary of the cash and investments is provided on Attachment 1 of this report.

8. The non-recurrent result (for example: gifted assets from development, sale of properties, developer cash contributions to infrastructure etc.) for the three month period was a surplus of $23.0 million. This was $6.1 million favourable to the anticipated position. A summary of the non-recurrent variances is provided on Attachment 1 of this report.

9. A high-level review of full year impact indicates a net unfavourable impact of $1.2 million against the operating amended budget. This is driven by increased costs from the change in recycling operations (including the closure of SKM) and waste diversion $3.1 million (reduced income Drysdale landfill $1.2 million, recycling $1.6 million, garbage $0.3 million), partially offset by a favourable $1 million from a lower than expected take up in hard waste collection and a better than expected allocation of Federal Government Grant Commission income of $0.9 million.

10. The budget incorporated a $2.4 million efficiency dividend that is expected to be realised through various improved income and savings across the organisation.

11. There were no environmental upgrade agreements entered into for the quarter. The existing agreement is valued at $115,000.

Councillor Murnane moved, Councillor Aitken seconded -

12. That Council endorse the Financial Report to 30 September 2019.

Carried.

Attachement 1

Discussion

1. The 2019-2020 full year amended budget is a surplus of $61.3 million. Refer following Table:

	Expenditure $’000	Income $’000	Surplus/ (Deficit) $’000	Opening Cash Balance $ million
Council Adopted 2019-2020 Budget - Recurrent Surplus/(Deficit)	381,565	382,962	1,397	$92.5
2018-2019 Non Capital Carryover Requests	8,195	286	(7,909)
Grants Commission 2019-2020 - 50% received in 2018-2019	0	(10,717)	(10,717)
2019-2020 Recurrent Amended Budget	389,760	372,531	(17,229)	$105.5
Non Recurrent Surplus/(Deficit)	9,190	87,686	78,496
Net Result Surplus/(Deficit)	398,950	460,217	61,267




2. The September management report data is provided in the following table to report year‑to-date performance versus the amended budget.

Overall Summary
	YTD Actual $ million	YTD AmendedBudget $ million	YTD Var Fav/ (Unfav) $ million	FY Amended Budget $m	FY Forecast $ million (1)
Recurrent Surplus/(Deficit)	5.87	(3.73)	9.60	(17.23)	(18.43)
Non-Recurrent Surplus/(Deficit)	22.97	16.84	6.13	78.50	78.50
Net Surplus/(Deficit)	28.84	13.11	15.73	61.27	60.07
Capital Expenditure	18.94	22.09	3.15	125.30	125.30
Closing Net Cash - Positive/(Negative)	79.09	87.24	(8.15)	97.92	96.72





Recurrent Summary
	YTD Actual $m	YTD Amended Budget $ million	YTD Var Fav/ (Unfav) $ million	FY Amended Budget $ million	FY Forecast $ million (1)
Recurrent Income	94.65	92.58	2.07	372.53	373.43
Recurrent Expenditure	88.78	96.31	7.53	389.76	391.86
Recurrent Surplus/(Deficit)	5.87	(3.73)	9.60	(17.23)	(18.43)
YTD Variance - $9.60m Favourable




(1) - Note the full year forecast only considers high level risks and opportunities known at this stage, a full re-forecast will be undertaken and incorporated into subsequent Quarterly reports.

3. The following major variances contributed to this result:

Recurrent Income

	Actual YTD $ million	Variance  Fav/(Unfav) $ million
General Rates and Charges – Supplementary rates $1,229k favourable, in addition to other favourable rates generation YTD, expected to be partly offset by objections in full year.	61.63	1.44
Government Grants Favourable mainly due to: State Grants $791,000 favourable – Early receipt of Vic Roads School Grant (School Crossing Supervisor Subsidy) $908,000 offset by late receipt of grant for the Geelong Small Business Festival ($55,000) and lower receipts in Family Services ($31,000). Federal recurrent ($753,000) unfavourable – Community Care ($644,000) (Commonwealth Home Support Program $248k) and Connected Communities ($98,000) (Food Distribution Service).	11.84	0.16
User Charges Favourable mainly due to: Waste Services $539k favourable (Commercial Collection $663k and other minor favourable variances, offset by Drysdale Landfill ($183k) unfavourable), phasing of Property Leasing income $339k, Health & Local Laws $151k (Car Parking $83k and Animal Pound $69k) and Integrated Children Centres $130k. Offset by: Engineering Services – ($187k) unfavourable (Subdivision Development design and supervision fees).	15.32	1.03
Other Fees & Charges Unfavourable mainly due to: Animal registrations unfavourable ($375k – these are mostly paid in March and April) and Food Act Licences (308k) – both due to unfavourable budget phasing YTD.	2.96	(0.78)
Sundry Income - Unbudgeted miscellaneous income received.	2.43	0.15
Interest on Investments – Broadly in line with budget.	0.46	0.06
Recurrent Income Total	$94.65	$2.07




Recurrent Expenditure

	Actual YTD $ million	Variance Fav/(Unfav) $ million
Employee related expenditure favourable due to lower staff salary costs mainly relating to unfilled vacancies. This is partly offset by unfavourable supplementary labour costs ($1,648k) (see external services).	37.77	2.97
General Works: Favourable mainly due to: Materials $245k favourable - mainly due to Road Making materials $171k and Cleaning $48k (both phasing). Plant / Equipment / Vehicle Costs $705k favourable - mainly due to Equipment Hire $412k (mostly StacysRoad Transfer Station $202k and Point Henry Transfer Station $144k) and Fuel/Oil $134k. External Services $1,192k favourable mainly due to: Contractors $2,975k favourable – (discretionary projects $1,192k behind schedule and savings in contractor costs largely due to lower volumes of waste and the diversion of landfill to Wyndham $996k). Additional favourability exists due to lower Insurance expenses $518k and a reduced EPA levy $412k. Offset by: Supplementary labour ($1,648k) unfavourable – mainly in Community Care ($813k), Health & Local Laws ($226k), Engineering Services ($148k) and City Development ($146k). Also increased waste disposal and recycling costs ($1,320k) largely due to the landfill diversion.	27.81	2.14
Administration costs favourable mainly due to the phasing of prepaid computer software $1,678k (to be expensed across the financial year as it is incurred), and lower interest paid on borrowings $122k.	2.71	2.06
Professional Services fees favourable mainly due to favourable phasing of consultants costs $748k within discretionary projects.	1.51	0.89
Utility costs favourable as follows - Electricity $250k, Communications $132k, Gas $57k and Water $13k.	2.36	0.45
Efficiency Dividend absorbed by savings in the above expenditure lines.	0.00	(0.60)
Depreciation costs broadly in line with budget.	16.78	(0.08)
(Gain)/Loss on Sale of Plant and Equipment ($313k) unfavourable due to lower proceeds on the sale of fleet.	(0.16)	(0.31)
Recurrent Expenditure Total	$88.78	$7.53





Non Recurrent Summary
	YTD Actual $ million	YTD Amended Budget $ million	YTD Var Fav/ (Unfav) $ million	FY Amended Budget $ million
Non-Recurrent Surplus/(Deficit)	22.97	16.84	6.13	78.50
YTD Variance – $6.13 million favourable





4. The following variances contributed to this result:

	Actual YTD $ million	Variance Fav/(Unfav) $ million
Subdivision gifted assets	19.71	5.59
Capital grants & income	2.24	0.29
Developer contributions	2.20	1.62
Gain/(Loss) on sale of property	0.19	(0.61)
Loss on disposal of infrastructure	(0.31)	0.30
Disbursements (Waterfront Safe Harbour Project)	(1.00)	(1.00)
Prior Year Adjustments	(0.06)	(0.06)
Non Recurrent Total	$22.97	$6.13





Non Recurrent Full Year Forecast

Capital Expenditure Summary
	YTD Actual $ million	YTD Amended Budget $ million	YTD Var Fav/(Unfav) $ million	YTD Amended Budget $ million
Capital Expenditure	18.94	22.09	3.14	125.30
YTD Variance – $3.14m favourable




5. The capital program is currently $3.14m underspent, with the major project variances as follows:

	$ million
•  DCP - JR Tivoli Drive Curlewis - R001, R003 and P003	0.90
•  Beach House Landlord Works	0.50
•  Asphalt - Road Surfacing Program	0.46
•  Flexible Parking Solutions Geelong CBD	0.40
•  Osborne House Remedial Works	0.35
•  Drysdale Integrated Children’s & Family Centre	0.35
•  Building Better Bike Connections	0.34
•  Fixing Country Roads - Stage 2	0.33
•  CAA Flood Mitigation	0.33
•  Accommodation Project	(0.39)
•  Kerb & Channel Replacement Program	(0.77)
	$ 2.81




6. Carryover of expenditure to 2020-2021 on incomplete projects as at 30 June 2020 is expected to be as budgeted $22.3m and this will be further reviewed during the second quarter.

7. The graph below summarises total capital gross expenditure to date compared to the amended budget (excluding the anticipated carryover of $22.3m).







Environmental Upgrade Agreements

8. An environmental upgrade agreement was entered into for Lot 2 on Plan Subdivision 041455, Volume 08704 Folio 526.

9. Council only has one environmental upgrade agreement in place.

10. The total charge for this agreement is $115k and all payments that have fallen due have been remitted.

11. The total value of payments that are yet to fall due is $89k.










Cash and Investments
	YTD Actual $ million	YTD Amended Budget $ million	YTD Var Fav/(Unfav) $ million	FY Amended Budget $ million
Closing Net Cash Positive/(Negative)	79.09	87.24	(8.15)	97.92
YTD Variance – ($8.15m) unfavourable




12. As at the end of September the cash and investments balance was $79.1m or ($8.1m) unfavourable mostly due to lower rates collection.

13. Council has future commitments for $34.4m, as detailed below:

Long Service Leave	$21.9 million
Statutory Reserves	$3.8 million
Refundable Deposits	$6.4 million
Income in Advance	$2.1 million
Asset Development	$ 0.2 million
Total	$34.4 million




14. The Landfill Provision balance is currently $16.4m.

15. Working capital funds are invested in short term deposits and investment returns are as follows.




16. Investment returns are currently $65k above budget and $10k down compared to the same time last year.

Financial Performance Indicators

Surplus is higher than the amended budget YTD due to favourable income (mostly supplementary rates and user charges) and lower contractor and personnel expenses. Compared to the same time last yar, income is $4.8 million higher in 2019/2020 (mostly due to increase rates income), parly offset by higher expenditure of $2.9 million (increased personnel costs). The budgeted deficit takes into the account the non-capital carryonver from 2018/2019 and the removal of the early receipt of 50% Federal Government Grants Commission in June 2019, which was previously included in the 2019/2020 Adopted Budget.

Attachment 2

Financial Implications

1. Any financial implications are addressed within the body of the report.

Community Engagement

2. Project managers have been consulted and provided the latest project updates which have been factored into this report.

Social Equity Considerations

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

Policy/Legal/Statutory Implications

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

Alignment to Council Plan

5. This report is aligned to the Council Plan Strategic Objective ‘Organisational Leadership, Strategy and Governance.

Conflict of Interest

6. 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.

Risk Assessment

7. There are no high or extreme risks arising from the subject of this report.

Environmental Implications

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

9. Council Plan Quarterly Report - September 2019

Purpose

1. To present the Council Plan Quarterly Report – September 2019 for consideration and endorsement by Council.

Background

2. Council adopted the Council Plan 2018–22 at the Council Meeting on 26 June 2018. The Council Plan identified the objective and priorities of Council. This quarterly report tracks the progress against Council Plan’s 11 strategic priorities, four-year key priorities and one-year actions.

Key Matters

3. There are 81 key priorities and 104 actions. At the end of September 2019, the majority of these were on track year to date with:

1. Three ‘not started’, including:

• Review and implement Greater Geelong Cycling Strategy;

• Commence operation of an Enterprise Project Management Office; and

• Implement the Organisation Leadership and Capability Framework.

2. Two ‘needs improvement’:

• Implement Mobile Maintenance Management System; and

• Create a new advocacy function.

Councillor Mason moved, Councillor Grzybek seconded –

4. hat Council endorses the Council Plan Quarterly Report – September 2019, which will be made available to the community on the Council website.

Carried.

Attachment 1

Financial Implications

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

Community Engagement

2. The Council Plan Quarterly Report has been prepared in consultation with Managers, Coordinators and Officers from across the organisation. The report will be made available to our community online through Council’s website after the Community Focus Council Meeting, three times a year and in the annual report.

Social Equity Considerations

3. The Council Plan Quarterly Report documents the work Council is undertaking in relation to improving access and inclusion for all.

Policy/Legal/Statutory Implications

4. The City’s activities are guided by its Council Plan 2018–22, which was adopted in accordance with the Local Government Act (Vic) 1989. The implementation of the Council Plan is monitored via the quarterly and annual report.

Alignment to Council Plan

5. The Quarterly Council Plan Report tracks the progress against Council Plan’s 11 strategic priorities, four-year priorities and one-year actions.

Conflict of Interest

6. There have been no direct or indirect interests declared.

Risk Assessment

7. There are no identified risks arising from this report.

Environmental Implications

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

10. Transformation Program 2.0 Progress Report - August 2019

Purpose

1. To provide an update on the progress of the Transformation Program 2.0 as at the end of August 2019.

Background

2. Transformation Program 2.0 continues the work undertaken during the first phase of the transformation program and now focuses on six critical areas of change with 10 active projects being monitored under these.

3. The six focus areas are Civic Accommodation, Digital Modernisation, Asset Management, Advocacy and Stakeholder Management, People and Culture, and Service Planning and Review.

Key Matters

4. Key achievements for the last quarter include:

1. Continuing to work through the Civic Accommodation tender process in order to award a contract by the end of December 2019;

2. Recruiting key personnel to support the delivery of the digital modernisation project;

3. Asset Management Project Plan endorsement by the steering committee;

4. Draft Social Infrastructure Planning and Investment Policy released by Council for public exhibition;

5. Planning for a culture and vision refresh for the organisation; and

6. Hosting two regional communication professional networking events.

5. A detailed progress update on the Transformation Program 2.0 is provided in Attachment 2 – Transformation Program 2.0 – August 2019 Update.

Councillor Grzybek moved, Councillor Harwood seconded -

5. That Council note the Transformation Program 2.0 – August 2019 update report.

Carried.

Attachment 1

Financial Implications

1. A number of projects such as Civic Accommodation, Digital Modernisation, Asset Management, Social Infrastructure Plan, workforce planning and leadership development are subject to current and future budget funding and are allocated in the Strategic Resource Plan.

Community Engagement

2. Community engagement was one of the original transformation projects and continues to be improved upon.

3. Progress on the Transformation Program 2.0 is reported to the Executive Leadership Team, Council, Municipal Monitors and to the Local Government Minister on a quarterly basis and is available publicly after it has been to Council.

Social Equity Considerations

4. The Social Infrastructure Plan review is one of the current 10 projects in the Transformation Program 2.0. The delivery of the Diversity and Inclusion and Gender Equity plans was delivered during phase one of the Transformation Program.

Policy/Legal/Statutory Implications

5. The Transformation Program was originally 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 continues to review the progress of the Transformation Program 2.0 and reports this to the Minister for Local Government.

Alignment to Council Plan

6. This report aligns to the Council Plan strategic priority Organisational Leadership, Strategy and Governance.

Conflict of Interest

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

Risk Assessment

8. 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.

9. The program is also monitored via the organisations enterprise risk update and reported to the Audit and Risk Committee.

Environmental Implications

10. There are no environmental implications arising from this report.

11. Revocation of Flood-prone Area Designation of New Lots at Charlemont Rise Estate, Stage 11

Purpose

1. To revoke Council’s designation of 12 December 2006 of flood affected land at Charlemont Rise Estate, Stage 11 as liable to flooding pursuant to regulation 153 of the Building Regulations 2018.

Background

2. Council has a statutory obligation under the Building Regulations 2018 to designate land as liable to flooding where it reasonably knows it to be prone to flooding. Conversely, there is an obligation to remove the encumbrance of designation from land that is no longer considered to be flood-prone.

3. The current designated flood mapping (Attachment 2) was designated by Council at its meeting of 12 December 2006.

4. This revocation will result in another stage of new lots in Charlemont Rise Estate fronting 150 – 230 Horseshoe Bend Road, Charlemont being free of their flood prone status, paving the way for owners to build homes on their land.

Key Matters

5. The flood mapping is subject to a revision due to the subdivision and development at 150 - 230 Horseshoe Bend Road, Charlemont Rise Estate. Prior to subdivision the parent lot was considered to be liable to flooding. This development site, which is also known as Charlemont Rise Estate, Stage 11, achieves flood immunity for newly created lots for flood events up to and including the 100 year Average Recurrence Interval (ARI) event due to approved internal earthworks.

6. The decision by Council engineers that the flood prone status can be removed includes assessment of internal drainage, road construction and earthworks to contain potential floodwaters from the 100 year ARI event within road and drainage reserves
   (Attachment 3).

7. It should be noted that designation is separate to the creation of flood overlays within the Planning Scheme, which generally follows designation. In the case of this development, the planning scheme amendment to create post-development flood zones or overlays is proposed after the design of the proposed precincts.

Councillor Nelson moved, Councillor Harwood seconded -

8. That Council revoke the Council designation of 12 December 2006 of flood affected land at Charlemont Rise Estate, Stage 11 as liable to flooding pursuant to regulation 153 of the Building Regulations 2018.

Carried.

Attachment 1

Financial Implications

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

Community Engagement

2. A revocation of designation does not warrant public consultation as it constitutes the removal of an encumbrance on land.

3. Relevant City databases and flood maps will be revised and updates sent to the Corangamite Catchment Management Authority and Building Control Commission.

Social Equity Considerations

4. Council have a responsibility to the community to provide the best possible information on areas that are flood prone. The removal of flood prone designation allows owners to build on their land without a special permit from the City, and without raising the floor level of their home. It also reduces the cost of property insurance.

Policy/Legal/Statutory Implications

5. The City has various statutory responsibilities for drainage management and flood management (prevention, response and recovery) as set out in the Local Government Act 1989, Local Government Regulations 1990, Planning and Environment Act 1987, Building Regulations 2018, Water Act 1989, Subdivision Act 1988 and Emergency Management Act 1986.

6. The works have resulted in the lots being protected from flooding during a major storm event that has a one per cent probability of occurring in any one year, and occurs on average once in 100 years. This is the required standard for new subdivisions.

Alignment to Council Plan

7. The recommendations of this report are consistent with the Council Plan, in relation to planned sustainable development.

Conflict of Interest

8. 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.

Risk Assessment

9. Council also has some risk exposure with any failure to disclose the flood-prone status of a property in a Land Information Certificate.

10. The revocation of the designation is the final step in minimising Council’s risk.

Environmental Implications

11. The revocation of flood-prone areas designation and designation of revised flood data through the design of this stage is considered unlikely to result in any known adverse environmental impacts.

Attachment 2 - Current Flood Map

Attachment 3 - Revised Flood Map

Close of Meeting

As there was no further business the meeting closed at 8:48pm on Tuesday 12 November 2019.

Signed: _________________________________________

Councillor Stephanie Asher (Mayor)

Date of Confirmation: _____________________________

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