Council Minutes - Section B: Reports - 14 April 2020

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Reports tabled at the Community Focus Council Meeting of Council on Tuesday 14 April 2020, held at the Council Conference and Reception Centre in City Hall, 57 Little Malop Street, Geelong.

1. Reconciliation Action Plan

2. Community Support Packages

3. Our Heritage - Our Collection

4. Armstrong Creek Community Shed

5. 2020 Christmas Program

6. Draft Geelong Town Hall Conservation Management Plan

7. External Membership - Potato Shed

8. Planning Authorisation - council to Staff

1. Reconciliation Action Plan

Purpose

1. To adopt the Reconciliation Action Plan, subject to possible minor changes from Reconciliation Australia.

Background

2. The Karreenga Aboriginal Action Plan 2014-2017 is complete. In its place, funding was allocated to develop the City’s first Reconciliation Action Plan (RAP).

3. A RAP is a strategic document that includes practical actions that will drive an organisation’s contribution to reconciliation both internally and in the community. The RAP framework is prescriptive and is set by Reconciliation Australia.

4. There are four types of RAPs an organisation can develop: Reflect, Innovate, Stretch, and Elevate. The City has developed a RAP for the Reflect stage.

5. The RAP sets the following themes and strategic directions:

1. Relationships: Partnerships with local Aboriginal and Torres Strait Islander organisations;

2. Respect: Increasing understanding, value and recognition of Aboriginal and Torres Strait Islander cultures, histories, knowledge and rights through cultural learning;

3. Opportunities: Improve employment outcomes by increasing Aboriginal and Torres Strait Islander recruitment, retention and professional development; and

4. Governance: Provide appropriate support for effective implementation of RAP commitments.

Key Matters

6. The City began its RAP in 2019 and formed the RAP working group, comprising Wathaurung Aboriginal Corporation, Wathaurong Aboriginal Cooperative, community members and relevant staff.

7. The City engaged consultants Tania Dalton (Traditional Owner) and Libby Lesock to assist in developing the RAP.

8. The RAP has been developed collaboratively and incorporates feedback from key stakeholders, including Reconciliation Australia and is in draft form (Attachment 2). As per their process, it has been sent to Reconciliation Australia for final approval. It is recommended Council endorse the RAP, noting minor changes may be required by Reconciliation Australia.

9. Once approved by Reconciliation Australia, the final document will be designed and published in line with the City’s corporate requirements, launched during Reconciliation Week (27 May to 3 June 2020) and implementation will begin. Some actions have been completed since starting the RAP process.

Councillor Mansfield moved, Councillor Murnane seconded -

10. That Council:

1. Adopt the Reconciliation Action Plan (Attachment 2), noting that minor changes may be required after final review by Reconciliation Australia;

2. Authorise the Chief Executive Officer to make minor amendments to the Reconciliation Action Plan based on feedback from Reconciliation Australia;

3. Thank all members of the Reconciliation Action Plan working group for their involvement and contribution to the City’s first Reconciliation Action Plan; and

4. Include the establishment of the First Nations Council Program in the action list of the RAP.

Carried.

Attachment 1

Financial Implications

1. Activities in the Reconciliation Action Plan (RAP) will be funded by relevant departments within existing resources and budget.

Community Engagement

2. Internal stakeholders have been engaged in the development of the draft RAP. The broader community has provided input via our website on ‘Have your Say’, at a stall held at the 2019 Pako Festa and at a community celebration at Johnstone Park called Wada-ngal held in March 2019.

3. In addition, a Maggolee workshop co-ordinated by Reconciliation Victoria was held in May 2019, which provided greater context and information about the meaning and purpose of a RAP. Members of the RAP working group and members from the City’s Executive attended this workshop.

Social Equity Considerations

4. The implementation of the RAP will increase First Nations People’s participation and inclusion of all aspects of community life including economic and civic participation and when receiving services and programs from the City.

Policy/Legal/Statutory Implications

5. The Plan complies with:

1. The City of Greater Geelong Community Engagement Policy;

2. The Victorian Charter of Human Rights and Responsibilities (2006);

3. Racial and Religious Tolerance Act (2001);

4. Racial Discrimination Act 1975 CTH; and

5. Australian Human Rights Commission Act 1986.

Alignment to Council Plan

6. The actions under this RAP align with the City’s key priorities in the Council Plan ‘Advocating for, and helping to achieve, the priorities set by local Aboriginal People’ and the City’s Municipal Public Health and Wellbeing Plan.

Conflict of Interest

7. 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

8. A risk assessment arising from actions under this RAP will be carried out by the responsible departments for each action.

Environmental Implications

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

2. Community Support Package - Stage 2

Purpose

1. To seek Council approval of the short-term Community and Economic Support Package - Stage 2.

Background

2. The Coronavirus (COVID-19) pandemic and declared State of Emergency is having a significant impact on the community and economy locally, nationally and internationally. All communities and businesses are impacted by COVID-19.

3. The Federal and Victorian governments have both announced a range of social and economic measures providing significant economic support to assist vulnerable community and business sectors.

4. At its 24 March 2020 meeting, Council resolved to provide an initial support package valued at over $3.4million. It also resolved for an additional community and economic support packages to be considered by Council in April and June 2020.

Key Matters

5. The Council and the City have considered a range of relief opportunities to support the local community and businesses during the COVID-19 emergency. The Council responded quickly with an initial relief package, and in designing this program has given due consideration to the response to the initial package and the significant relief actions taken by the Federal and Victorian governments.

6. The recommended opportunities in this support package primarily aim to provide immediate relief to affected community members, groups and businesses to get through the current stage of the COVID-19 crisis. The value of this proposed package is over $1.5million, bringing the City’s total financial support to over $4.9million.

7. Targeted support for particular segments of our local community are provided in this package, including support for those people in our community financially impacted by the pandemic, the most vulnerable, arts and culture groups and businesses, the tourism, hospitality and events sector and community groups and clubs.

8. Key initiatives include:

1. A COVID-19 Financial Hardship Policy, which provides for a range of relief measures for people and businesses in our community who are financially impacted by the pandemic. Relief measures include the ability to apply for deferral of rates payments, suspension of all current debt recovery action for unpaid rates through to 31 October 2020 and a waiver of interest on overdue rates, fees and charges through to 31 October 2020;

2. A further extension to the free rent period for the City’s community and sporting groups operating on Council land, bringing the total rent free period to 7 months;

3. A $50,000 commitment towards the purchase of fresh food to support food security for our most vulnerable members of the community;

4. A $100,000 commitment to immediately commence the business case for new social housing in our region, in a potential partnership with the Victorian government;

5. Fast-tracked payment terms to City suppliers from 28 days down to between 7 and 14 days; and

6. A refund for food and heath business registration fees for a further 9 months, bringing the total refund period to 12 months.

Councillor Aitken moved, Councillor Grzybek seconded -

9. That Council:

1. Recognises the continued significant impact the COVID-19 pandemic is having on the community and economy;

2. Endorse the following further community and economic support package (Community and Economic Support Package – Stage 2), including the initiatives listed in paragraphs 9.3 to 9.8 below;

3. Approves the COVID-19 Financial Hardship Policy (Attachment 2) and highlights to the community and businesses the following opportunities:

1. Waiver of penalties for late payment of pet registration fees and the option to enter a payment plan;

2. The City’s commercial waste customers can suspend, cancel or amend their collection service without penalty; and

3. Event organisers to be refunded any associated fees or charges paid to the City where the event was cancelled or closed due to Government COVID-19 Directions.

4. Approves the following allocations from the 2019-2020 budget:

1. $50,000 towards the purchase of fresh food to support food security in the municipality, and advocate to the Victoria government for a $100,000 contribution to this initiative;

2. $100,000 to fast track a business case to build 100 new social housing units;

3. $80,000 for a small business training program;

4. Authorises the Chief Executive Officer to establish a COVID-19 Arts and Culture Advisory Group and allocates $20,000 to targeted supports developed by the Advisory Group to our local arts and cultural sector in Geelong; and

5. $30,000 in the 2019/20 year to digitise the Heritage, Arts and Culture Program to support increased access online during the stay at home direction period and beyond;

5. Endorse the new fast track payment terms of between 7 to 14 days to the City’s supplier;

6. Approves the extension of the refund of food and health promises registration fees from 3 months to 12 months of the 2019-20 financial year with an estimated value of $1.18 million;

7. Approves the extension of the waiver of rent for community and sporting groups within City owned land/grounds and buildings until 30 September 2020 with an estimated value of $90,000;

8. Endorse the City’s decision to provide:

1. Off-street carpark permit holders the option to suspend permits and securing their parking spaces until further notice; and

2. Barwon Health University Hospital employees free parking permits to support them in responding to the COVID-19 emergency; and

3. Notes a further community and business support package to focus on recovery initiatives from COVID-19 will be considered by Council in June 2020.

9. Consider the additional listed support measures via the following processes:

1. Suspension for all on street car parking fees from 1/7/2020 to 31/12/2020 to a June 2020 Council meeting with an officer report and recommendation;

2. Businesses that have had forced operational closure due the COVID-19 Government direction - waive rates from 1/4/2020 – 30/6/2020 and review again in June 2020. Waiver could result in no payment for fourth quarter and refund towards 20/21 Rates if already paid - refer to the 28 April 2020 Council meeting with an officer report and recommendation; and

3. Waive the Central Geelong Marketing levy from 1/4/2020 to 30/6/2020. Those that have already paid to 30/6/2020 refund as a credit towards their 20/21 Rate and Marketing Levy Notice, and waive the charge for those that have not paid yet - refer to the 28 April 2020 Council meeting with an officer report and recommendation.

Carried.

Attachment 1

Financial Implications

1. The value of this recommended community and economic support package is over $1.5 million. This excludes implications from the COVID-19 Financial Hardship Policy such as waiving interest charges, deferral of payments, etc.

2. The total value of financial support provided to the community and business to date is $4.9 million, subject to Council endorsement of this package.

3. The financial implications primarily relate to the 2019-20 financial year which will impact the City’s year end result, increasing its likely deficit.

4. Any opportunities Council initiates must be done so with consideration to Council’s financial capacity.

Community Engagement

5. The immediate package (24 March 2020) and this proposed COVID-19 support package have been developed as rapid responses to this crisis and therefore engagement has been limited to Councillor and staff informal engagement with the community and stakeholders.

6. To provide greater opportunity for the Council to hear how they can a further assist the community, the City is developing community and business online feedback opportunities so we can continually hear their ideas to enhance our response to this crisis. This feedback will also inform any future support packages.

Social Equity Considerations

7. COVID-19 impacts all of our community with some segments impacted greater and the impacts are of a higher risk in health and/or financial terms. The City’s support packages are designed to be targeted to address segments in greatest need and with consideration of the significant Commonwealth and State support programs.

8. The recommended support package aims to support our disadvantaged community including those in financial hardship, many businesses, in particularly our tourism and hospitality business sectors, and our arts and culture sector.

9. The COVID-19 Financial Hardship Policy purpose is to provide a framework for financial relief to individuals and business who need assistance from the impacts of the COVID-19 pandemic. This policy applies to all monies owed to the City including rates, waste charges, animal registrations, and permits, fees and user charges.

Policy/Legal/Statutory Implications

10. It is important the City continues to deliver on its obligations under the Local Government Act, and other relevant statutory obligations. Supporting the community and business and providing coordination role in response to emergencies, such as COVID-19, are critical roles of the City. The recommended support package is consistent with the City’s statutory requirements.

11. The COVID-19 Financial Hardship Policy has been developed in response to this crisis and overrides existing related hardship policies of the City.

Alignment to Council Plan

12. The recommend support package is aligned to the Council Plan in particular:

• The health and safety of our community is vital. We will address family violence, homelessness, food shortages and public safety;

• We treasure Geelong’s culture and heritage and will help our creative community to grow;

• A thriving and sustainable economy

• Growing our tourism and events; and

• We will be the ‘leading voice’ of the community by delivering confident governance and strategic planning.

Conflict of Interest

13. No officers declared a conflict of interest in developing this report.

Risk Assessment

14. COVID-19 presents many risks to the community and businesses. The City’s response to COVID-19 is within its roles and responsibilities and aims to support our community and businesses with their response to this crisis. Our proposed package is tailored to support those with greatest impact and risks.

15. The packages have been designed in a rapidly changing environment which has not allowed significant consultation. As noted above the City will develop online and other opportunities for the City to continue to receive feedback on its two response packages developed to date and to inform the proposed report to Council in June 2020, as required by its 24 March 2020 resolution.

Environmental Implications

16. There are no environmental implications as a result of this report.

3. Our Heritage, Our Collection

Purpose

1. To seek Council’s endorsement and adoption of the ‘Our Heritage, Our Collection’ – strategic report (Attachment 2) which provides a framework for the care and management of the City’s vast and valuable movable heritage objects, artworks and artefacts.

Background

2. The City of Greater Geelong is the owner of a heritage collection of major national, state and local significance. It is made up of more than 12,000 heritage objects, artefacts and artworks, with an estimated value of over $28 million.

3. Spread across numerous locations throughout the municipality, the collection is incredibly diverse and reflects Geelong’s history as a vibrant and progressive City.

Key Matters

4. The City’s heritage collection faces many challenges that prevent appropriate care and community access.

5. Challenges include a clearly unified approach to Geelong’s heritage collections and appropriate resourcing – these currently prevent many objects and stories from being cared for and accessed by the community.

6. The City has a key role to play in the collection, storage, maintenance, interpretation and display of items that reflect the heritage of the region.

Councillor Mason moved, Councillor Sullivan seconded –

7. That Council:

1. Note the findings contained in the ‘Our Heritage, Our Collection’ strategic report on the use and management of the City of Greater Geelong’s heritage collection’; and

2. Adopt the ‘Our Heritage, Our Collection’ strategic report and consider recommendations for implementation from this report in the development of future budgets.

Carried.

Attachment 1

Financial Implications

1. The value of the heritage collection is already significant and further work needs to be undertaken to properly value the collection.

2. There will be financial implications from the adoption of this report, however these will need to be assessed on a case by case basis, as each recommendation is reviewed, and a business case presented to Council through future budgets.

Community Engagement

3. The research and development of this report has thoroughly engaged internal and external stakeholders. Please refer to Attachment 3 to review the full Community Engagement report:

1. Internal: The strategic report, in particular the strategies, collection statement and recommendations, has been developed through two internal workshops. These were hosted on 27 August and 1 October. Attendees were sourced from Property and Procurement, Media and Communications, Planning, Arts & Culture, Central Geelong and Waterfront, Geelong Major Events. Additional internal consultation has been undertaken across departments in the organisation that have a role to play in heritage matters;

2. External: The Community Heritage Advisory Committee has been briefed and the project will be presented to the Committee.  A Community Workshop was held on Thursday 12 September. This included a diversity of individuals from across the municipality. The contribution from these groups helped to create the Collection Statement and Priorities and the Recommendations; and

3. An online survey through Geelong Have Your Say was conducted. This was available between 2 to 27 September. There were 32 contributions to the survey from a wide cross-section of the community and these insights helped to create the Collection Statement and Priorities and the Recommendations.

4. Following resolutions of Council on 26 November 2019:

1. The report was on public display from 27 November – 30 December 2019. Four additional public comments, totally 24 pages, were received through Have Your Say. Appropriate and relevant recommendations have been incorporated into the final report; and

2. Members of the community were encouraged to return arts and heritage items that may belong to the City of Greater Geelong or its former legal entities.

5. The final report was submitted to the Heritage Advisory Committee on the 27 February. The report and recommendations received unanimous support from the Committee.

4. Benchmarking with other municipalities in Victoria and with the peak museums body Australian Museums and Galleries Association (Victoria) (AMAGA) was also undertaken. This benchmarking was completed through phone interviews with City of Ballarat, City of Bendigo, City of Port Phillip and City of Maribyrnong. These municipalities were chosen because they were heavily involved in a similar process and had either completed strategic reports (Bendigo, 2017), heritage strategy (Ballarat, 2017), a Council Collections Policy (Port Phillip 2017) or were in the process of creating a strategy to deal with heritage collections (Maribyrnong, in prep).

   Consultation with AMAGA was conducted via numerous phone interviews and email correspondence to understand the role that Council’s must play in caring for collections.

5. Responding to community priorities of increased access, a new digital exhibition showcasing treasures from the City of Greater Geelong Heritage Collection will launch in late April 2020. It will feature 50 objects identified through this Report and selected from the themes: WAR, WOOL and WORK. This is a collaborative project with Victorian Collections that augments existing online collections and will hopefully grow over time to include community collections as well.

Social Equity Considerations

6. Many social equity considerations have been important for this report and the collection strategies proposed. These include both access to the collection and creating diversity in the collection. These two areas are details in Collection Priorities 2 & 4:

1. Collection priority 2: Access & Showcase (See Report pp.38-39). Providing access to the collection for all groups is captured in this priority. This will be achieved by more public programs, exhibitions and displays, as well as object-based-learning and temporary ‘pop-up’ displays around the municipality. Through this we hope to address social inequity in the City; and

2. Collection priority 4: Diversity & Reflection (See Report pp.42-43). From both internal and external engagement there was an overwhelming need for greater diversity in the collection objects and greater reflection on the many people that inhabit Geelong.

Policy/Legal/Statutory Implications

7. The strategic report complies with the relevant national and state legislation and there are no apparent legal ramifications or any impacts in relation to the Human Rights Charter.

Alignment to Council Plan

8. This report aligns with Council Plan strategies:

1. Vibrant Art and Culture;

2. Growing Our Tourism and Events;

3. Informed Social Infrastructure and Planning, particularly regarding asset management and accessible community infrastructure; and

4. Organisational Leadership, Strategy and Governance, to proactively manage our assets.

Conflict of Interest

9. No officer involved in the preparation of this report has any identified conflict of interest.

Risk Assessment

10. The proposals in the strategic report mitigate against risk for the City. Collection Priority 1: Significance & Care (See Report pp.36-37, see also Challenges pp.32-33) is intended to resolve many issues of risk that face the City, as many collections are not currently being appropriately cared for.

Environmental Implications

11. There are no environmental implications that have been identified as a result of this report.

4. Armstrong Creek Community Shed

Purpose

1. To seek Council endorsement to develop a community shed and gardens at 81-113 Sovereign Drive, Mt Duneed.

Background

2. For the purpose of this discussion, a differentiation is made between Men’s Shed programs (the activities) and the facilities from which the programs operate, community sheds (the buildings).

3. There are 14 Men’s Shed programs currently operating across the City of Greater Geelong with three of these operating from City facilities.

4. The Grovedale Men’s Shed program previously operated for over five years from a facility purpose-built by Villawood Properties at Club Armstrong, Unity Drive, Armstrong Creek. The group has 30 members and meets on a Tuesday between 1.00pm-4.00pm. They have temporarily relocated to a site known as Foundation 61 in Mt Duneed, pending the identification of an alternate site and development of a new facility.

5. Council allocated $50,000 in the 2019-20 budget to “undertake planning work to identify a suitable site in the Grovedale locale that will meet the needs of the Grovedale Men’s Shed (program).”

6. A report was presented to Council on 26 March 2019 in which Council resolved to further investigate a number of options for locating a community shed in the Armstrong Creek West precinct and directed Council officers to engage with the Grovedale Men’s Shed Inc. to identify a suitable location.

Key Matters

7. Planning assessments have been undertaken in consultation with the members of the Grovedale Men’s Shed Inc. to consider the requirements for a community shed alongside other new community infrastructure planned for the Armstrong Creek West precinct. This work has confirmed that the preferred location can accommodate a facility of the scale required by the Grovedale Men’s Shed Inc.

8. The sporting reserve site in the Armstrong Creek precinct was determined as the preferred location to develop a community shed. It will be able to accommodate not only the men’s shed program but potentially a range of other community programs and activities, including a proposed community garden located adjacent (refer to
   Attachment 2).

9. The community shed and gardens will remain under the ownership of the City. A management model for the community shed and garden will be developed that ensures shared use and governance of the facility that will maximise the utilisation and community benefit from any future investment in this site.

Councillor Harwood moved, Councillor Nelson seconded -

10. That Council endorse, in principle, the development of a community shed and gardens at 81-113 Sovereign Drive, Mt Duneed, known as the Sovereign Drive Sports Reserve as outlined in Attachment 2, subject to the outcome of further detailed site analysis and community consultation and refer this matter to the 2020-21 Budget process for consideration.

Carried.

Attachment 1

Financial Implications

1. The City allocated $50,000 in the 2019-20 budget to “Undertake planning work to identify a suitable site in Grovedale locale that will meet the needs of the Grovedale Men’s Shed (program).” Further schematic design for a new community shed facility will follow in consultation with the members of the Grovedale Men’s Shed should Council endorse the preferred site recommended in this report.

2. The Grovedale Men’s Shed Inc. have indicated a facility of approximately 24m x 18m is required. Preliminary independent cost estimates indicate construction of a stand-alone facility would cost between $595,000 to $730,000 depending on construction approach and scope. The cost for development of a community garden in this location is estimated at $100,000.

3. The members of the Grovedale Men’s Shed Inc. indicate that they will pursue further funding from the state government of Men’s Shed grants up to $80,000 as a contribution to the overall cost of construction and fit out.

Community Engagement

4. City officers have been in regular contact with the Grovedale Men’s Shed group and have met with the group several times to discuss planning and design development.

5. Design options were investigated (based on the group’s preferred floor area requirements of approximately 432sqm) to achieve co-location with the community complex and alternatively the sporting infrastructure. The sporting reserve site was determined as the most viable option to meet the requirements of the Grovedale Men’s Shed and accommodate other community activities on the site in the future.

6. This site will also enable Council to develop a community garden adjacent to the community shed, and this responds to recent requests from the local community for a community garden in the Armstrong Creek area.

7. The project will trigger the requirement to engage with the community and adjacent local residents through Council’s Approval Procedure for Open Space Development Projects. Subject to community feedback, this may require a further report to Council to confirm the location of the community shed and gardens at this site.

Social Equity Considerations

8. The current Social Infrastructure Plan (SIP) recognises Men’s Shed programs as a District Level facility with a catchment of 50,000 population. Based on benchmarks the municipality in general is well catered for men’s shed provision, however the distribution and location of men’s shed facilities is not equitable across the municipality. The proposal for a community shed in Armstrong Creek will address this issue for the local community.

9. An assessment of population benchmarks and considering the current provision of similar facilities in other locations, indicates there is sufficient community demand to develop a community shed and community garden, with the capacity to host the local men’s shed program in the Armstrong Creek Growth Area.

10. Council has made a commitment to develop a Gender Equity Framework to improve gender equity outcomes for the community by ensuring all the City’s policies, plans, services and programs include gender equity principles to achieve a fair and inclusive community. Community sheds facilitate social inclusion opportunities for all, including Men’s Shed programs, while allowing access for other community groups and activities.

Policy/Legal/Statutory Implications

The draft Social Infrastructure Plan 2020 indicates that respondents reported a need for ‘maker spaces’ that are affordable and which respond to the needs of those who are able to participate during the day, and for those who can only participate during the evening. The SIP identified there is an unmet demand for ‘maker spaces’ within the community.

11. The Social Infrastructure Plan principles encourage:

1. location of community facilities/spaces as part of a functional major centre with public transport, bike and walking path access;

2. integration of community facilities/spaces with recreation and leisure (indoors and outdoors), where complementary;

3. shared use of community facilities;

4. developing flexible, multipurpose community facilities/spaces which can incorporate a range of commercial and community services and change over time as the community matures; and

5. create adaptable community facilities/spaces appropriate to the level of service demanded.

12. The land identified as the preferred location for the development of the community shed is zoned Urban Growth Zone 3 (UGZ3). The site is an 8.74-hectare site allocated for the development of sporting infrastructure including sporting fields, netball courts, bowling greens and a pavilion.

13. A Landscape Concept Plan was approved as a condition on Planning Permit 496/2012. The preferred site is adjacent the proposed future bowling greens on land nominated on the Landscape Concept Plan as ‘potential club house’.

14. Developing a community shed on this site would not necessarily preclude the development of bowls infrastructure in the future as demand arises. Existing portable amenities infrastructure on the site would be removed and existing use rights could be accommodated in a new community facility. Access to a shared space could be negotiated as part of a revised licence arrangement.

Alignment to Council Plan

15. Developing a Community Shed to service the Grovedale and Armstrong Creek community aligns with several Council objectives including:

1. Improved health and safety of our community;

2. Informed social infrastructure and planning; and

3. A more inclusive and diverse community.

Conflict of Interest

16. There is no known conflict of interest arising from any officer or contractor who has provided advice in relation to this report.

Risk Assessment

17. The cost of development requires further detailed planning and is an estimate at this stage.

Environmental Implications

18. The proposal to locate a community shed and garden in the Armstrong Creek West precinct does not create any environmental impacts.

19. Any impact on the amenity for surrounding residents or users of the reserve due to noise and the use of machinery in the shed should be mitigated by the buffer to adjacent residential areas.

5. Christmas in Geelong - Review and Christmas City Program

Purpose

1. To provide Council with the outcomes of the Christmas in Geelong program inclusive of the Floating Christmas Tree, and to provide Council with the findings of a report on the future of Christmas in Geelong, the ‘Christmas City Program – A Review, Vision & Business Plan’.

Background

2. On Tuesday 28 January 2020, Council resolved to commit $50,000 to appoint an appropriately qualified and experienced Creative Director to review existing and potential Christmas activities and initiatives. Additionally, to present a proposal and business case to enhance the program over the next 4 years.

3. Given the Councillor requirements to both review and vision the Christmas program within a four-week period, it was deemed important to select a consultant with a diverse set of analytical and creative expertise; to then inform the direction for the event and brief for a Creative Director. Respected consultants Patternmakers were commissioned to produce the review with expertise and capabilities within the required timeframe.

4. The ‘Christmas City Program – A Review, Vision & Business Plan’ (Attachment 3) provides a recommendation for a strengthened and reinvigorated Christmas program that will see Geelong become Australia’s Christmas City.

5. A review of the Christmas program is provided to Council each year and the 2019 review is attached to provide a complete overview of the investment in Christmas activities.

Key Matters

6. The Christmas program provides a significant economic and social impact to the region.

7. From 2014-2019, Council invested more than $4.1m in Christmas activities, leading to total attendances of 1.6m and total economic output of over $100m. The Floating Christmas Tree is the centrepiece of the program, accounting for 56% of the budget and generating 63% of attendances.

8. The ability to understand visitation has improved as new technology has become available and this provides consistent data to assist in the estimation of visits during the program with overall attendance numbers for the Floating Christmas Tree the highest recorded.

9. While visitor numbers to the Christmas activities in Central Geelong have increased significantly, there appears to have been a plateau in the percentage of visitors from outside of the municipality and from interstate and overseas.

10. Key stakeholders interviewed identified a need for an improved Christmas program to continue to increase visitation and to realise the economic benefit from the investment.

Councillor Kontelj moved, Councillor Aitken seconded -

11. That Council:

1. Note the ‘Christmas City Program – A Review, Vision & Business Plan’ report;

2. Acknowledges the focus currently required to manage the challenges associated with COVID-19 and requests the CEO bring this report back to Council in February, 2021 for consideration and to also consider recommendations for implementation in the development of future budgets;

3. Expresses its commitment to the current 2020 Christmas Program, with the inclusion of $50,000 for the Community Christmas Project within this program, noting that the 2020 Christmas Program is ultimately subject to the status and restrictions associated with COVID-19; and

4. Note the figures that show the Christmas in Geelong 2019 program generated 352,365 visits and an estimated $18.4 million in Total Economic Output.

Amendment

Councillor Mason moved, Councillor Harwood seconded -

11. That Council:

1. Note the ‘Christmas City Program – A Review, Vision & Business Plan’ report;

2. Acknowledges the focus currently required to manage the challenges associated with COVID-19 and requests the CEO bring this report back to Council in February, 2021 for consideration and to also consider recommendations for implementation in the development of future budgets;

3. Expresses its commitment to the current 2020 Christmas Program, with the inclusion of $50,000 for the Community Christmas Project within this program, noting that the 2020 Christmas Program is ultimately subject to the status and restrictions associated with COVID-19; and

4. Note the figures that show the Christmas in Geelong 2019 program generated 352,365 visits and an estimated $18.4 million in Total Economic Output.

Councillor Mason withdrew the amendment.

The motion was then put and carried.

Carried.

Attachment 1

Financial Implications

1. The total cost of the Christmas in Geelong 2019 program was $865,381.  To implement the actions as identified in the ‘Christmas City Program – A Review, Vision & Business Plan’ report, there is a requirement to commit an additional budget.

2. The additional recurrent budget required for the opportunities identified in the report is $1,1M per year, including:

1. $220,000 per year ($880,000 over four years) to cover staffing costs of a Creative Director, Festival Operations and Business Development Officer, collectively responsible for creative oversight, meaningful community engagement and culturally cohesive programming around an annual theme;

2. $369,000 per year ($1,476,000 over four years) to increase recurrent budget for cultural pogramming and event delivery across the municipality over an eight-week period, including a grants program for community presenters; and

3. $100,000 per year to improve the Tree’s technical capabilities and content, and $1,890,000 in capital and recurrent spending to re-engineer the tree for a new scale and position ($2,290,000 over four years).

3. Along with funds already committed to Christmas activities 2020-2023 ($3.4m), this new commitment would more than double the budget to a total of $8.4m (average $1.9M per annum).

4. The budget requirement is a mix of both resourcing and program costs and includes an element that would provide funds through a grant program to allow local communities to develop activities to complement the major activities.

Community Engagement

5. To develop the ‘Christmas City Program – A Review, Vision & Business Plan’ report, face-to-face and phone consultations were held over a concentrated period between 24 February – 4 March 2020 with internal and external stakeholders.

6. As part of the Christmas in Geelong 2019 program, the City and Central Geelong Marketing carried out a review to determine how popular the activities were and what economic benefit was derived.

7. Attachment 4 provides a summary of the key survey results for the Christmas in Geelong 2019 program. Attachment 5 shows the elements and activities delivered as part of the Christmas in Geelong program. Attachment 6 shows year on year the results and measurements from 2014 – 2019.

8. With availability of, and improvements in technology to assist in more accurately estimating visits, such as access points to count unique devices in specified precincts, overall attendance numbers recorded are higher.

9. The program was evaluated by the following methods:

1. Access points (using Bluetooth/ Wi-Fi data) counting unique devices in zones within Central Geelong;

2. Manual participant counting – Activity and on street in specific locations during specific times;

3. Location counting using temporary beacons and door entry counting;

4. Face to face and online surveys. 1033 surveys were completed over the program;

5. Social media reach of 1.476 million people for City accounts and 173,420 for Central Geelong Marketing which included Facebook, Twitter and Instagram; and

6. Independent assessment of PR value of media activity.

10. The economic benefit generated by the program is calculated using a REMPLAN evaluation method and calculations and is based on the standard process used by Central Geelong Marketing, Tourism Greater Geelong and the Bellarine and G21.

11. In making the calculation, the City and Central Geelong Marketing collected the following information over a cross section of days, times and activities:

1. Device Counting (Bluetooth and Wi-Fi in designated areas);

2. Manual counting and assessment; and

3. Surveys at events and activities and online.

Social Equity Considerations

12. The Christmas in Geelong program is full of free events available to the community.

Policy/Legal/Statutory Implications

13. All policy, legal and statutory implications associated with this project have been adequately managed by the Capital Projects, Economic Development.

Alignment to Council Plan

14. The Christmas in Geelong program aligns with the “a more inclusive and diverse community” and “growing our tourism and events” strategic directions of Council Plan 2018-2022.

Conflict of Interest

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

Risk Assessment

16. The project control and working group structure has managed risks with advice from specialist officers.

Environmental Implications

17. Environmental impacts have been considered for each element of the annual Christmas in Geelong program.

Attachment 2

Discussion

1. The ‘Christmas City Program – A Review, Vision & Business Plan’ report highlights a key range of actions and activities that could be considered to enhance the Christmas in Geelong program and increase visitation over a very important time of the year. Some of the key findings from the report are detailed below:

Vision

2. By 2023, Geelong is recognised as ‘Australia’s Christmas City’, with a locally and internationally admired, eight-week Festival program held annually in Central Geelong and at key locations across the municipality.

3. It will be led by a Creative Director, and curated around a unique and distinctly Australian theme, such as ‘Summer of Celebration’.

4. With a re-engineered Christmas Tree as the centrepiece, the Geelong Waterfront program will be expanded to create a buzzing festive atmosphere every Friday night over summer, with an imagined Summergarden, Christmas market and program of performances.

5. The Christmas Tree itself will be re-engineered to reach a new scale, dynamism and location in front of Steampacket Gardens, with rigging and a floating stage to enable programming of innovative music and circus performances.

6. Alongside the curated program of professional events, a program of grants and community engagement will enable different parts of the community to present their own events connected to the ‘Christmas City Program’ theme.

Key recommendations for an enhanced Christmas program include:

7. To become ‘Australia’s Christmas City’, the new areas of investment include:

1. Staff: Appointment of a Creative Director & dedicated staff responsible for creative oversight, meanngful community engagement and cohesive programming around an annual theme;

2. Program: An eight-week program of events on the Geelong Waterfront every Friday night, including Summergarden, design market, and program of innovative music and aerial performances; and

3. Tree: Re-engineering the Tree for a larger scale, location and new content, including waterjets/animatronics for daytime activation and rigging/staging for live performances.

8. The investment required to achieve the outcomes are outlined in the financial implications section of this report and it is anticipated that with this investment, visitor numbers on the Geelong Waterfront are expected to increase over the summer period, particularly from 2021-2023 (with 2020 being a transition year), with a target to grow from 350,000 in 2019 to over 500,000 by 2023.

9. A business development strategy should see the event attract additional partnerships and income streams, such as Major Event funding from the Victorian Government by 2023, with a target to match the level of funding from the City within four years.

10. Along with attendances, average spend and total economic output, additional measures of success will be attendance by population of each ward, by people with diverse backgrounds, and media value.

Attachment 4

Christmas in Geelong Program - Summary of Key Survey Results 2019

Evaluation result summary

• Surveys were completed throughout the program (1033).

• people attended the Christmas in Geelong program.

• The survey showed visitation of residents participating in Christmas activities in Central Geelong based on suburb / ward: 18% were from Windermere ward, 34% were from Kardinia ward, 34% were from Brownbill ward and 14% were from Bellarine ward.

• The average spend per person for City surveyed events was $25.905.

• The average spend per person at Central Geelong Marketing activities surveyed was $29.612.

• The Total Economic Output for the Christmas in Geelong program is $18.4 million (including estimates of direct and indirect output generated by attendees)

• The Total Economic Output for the Central Geelong Marketing Christmas program is $2.489 million.

• The PR value for media activity for the overall Christmas in Geelong program was $2 million, totalling 221 media items. The Floating Christmas Tree alone generated $732,280 in positive media coverage through 101 media items.

• The City’s main social media accounts (including Central Geelong Marketing and Events Geelong) had a total reach of 1.65 million people for its Christmas posts.

Survey summary

• 96% of participants surveyed agreed or strongly agreed that when they participated in Christmas in Central Geelong they felt safe and welcome.

• 79% of participants surveyed agreed or strongly agreed that when they participated in Christmas in Central Geelong they felt connected to people in the community.

• 92% of participants agreed or strongly agreed that when they participated in Christmas in Central Geelong they felt proud of Central Geelong.

• 95% of participants agreed or strongly agreed that they enjoyed the vibrancy and activity in Central Geelong during the Christmas program.

• 97% of participant indicated the Christmas program is very important or important for Geelong.

• Participants surveyed indicated they spent money on: Eating Out 78%; Shopping 35%; Sightseeing & Entertainment 12% and Professional/ Service Providers 6%

Attachment 5

Christmas in Geelong Program - Elements and& Activities Delivered in 2019

City of Greater Geelong organised activities

• Floating Christmas Tree – Music and Light Show

• Christmas Projections at City Hall

• School Christmas Trees in Little Malop Central

• Christmas themed Catenary lighting and star

• Regional Christmas decorations

• Family Christmas movies on the Waterfront

Joint City and Central Geelong Marketing activities

• Parking Meter & Bin decals

• Santa letters at The Carousel and Library

• Morning Teas with Santa at the Carousel

Central Geelong Marketing organised and sponsored activities

• Neon Room including Merry Kiss’mas neon in LMC (Vacant Property Activation)

• Central Geelong Christmas Trail – activities and map

• 3D Christmas Giant Wall Art

• Christmas in Central Geelong Augmented Reality

• Pop up Christmas Tree Forest at T&G (Vacant Property Activation)

• Morning stories with Christmas Elves

• Christmas Waterfront Makers and Growers Market

• Central Geelong Christmas Elves

City sponsored events organised by others

• Gala Day Parade

• Denis Walter Carols by the Bay

• Geelong Carols by Candlelight

• Christmas Movies

Attachment 6

Christmas in Geelong Program - Year on Year Results 2014-2019

6. Draft Geelong Town Hall Conservation Management Plan

Purpose

1. To seek Council endorsement to release the Geelong Town Hall Conservation Management Plan 2020 for community consultation.

Background

2. Under the name ‘Geelong Town Hall’, the City Hall is entered on the Victorian Heritage Register as a place of heritage significance to the State.

3. City Hall is entered on the Victorian Heritage Register as a place of heritage significance to the State.

4. In September 2018 Council resolved in relation to this matter:

“that the future use of the City Hall should, subject to sufficient Government funding being available, include the extension of the Geelong Art Gallery and part of City Hall be retained for civic meetings and ceremonial functions”.

5. In order to ensure the heritage values of City Hall are conserved in any future use and development options, GJM Heritage consultants were commissioned by Council to prepare a Conservation Management Plan (CMP).

6. The draft of this Plan (dated February 2020) is at Attachment 2.

Key Matters

7. Once the new Civic Accommodation Building is operational in 2022 most City staff will move there, leaving large parts of City Hall available for a new use.

8. The CMP will provide guidance to Council in its consideration of future use and development options.

9. As a place entered on the Victorian Heritage Register, Council needs to ensure that any alterations or additions required to accommodate a new use(s) of all or part of City Hall do not have a detrimental effect on the heritage significance of the place.

10. Compliance with the recommendations in the CMP will ensure Council fulfils its heritage obligations and will assist the process of obtaining a permit from Heritage Victoria for any works.

11. The CMP has identified that most of the heritage values with City Hall lie in its exterior architecture and small remnants of the early interior, leaving substantial scope to modify the interior and some scope for exterior changes or additions to the most modern part of the building which adjoins the Art Gallery.

Councillor Sullivan moved, Councillor Murrihy seconded -

12. That Council endorse the draft Geelong Town Hall Conservation Management Plan be exhibited for public consultation for a period of not less than eight weeks.

Carried.

Attachment 1

Financial Implications

1. The CMP process to date has been funded within the designated budget set aside for Civic Accommodation planning.

2. The final CMP will help guide future investment in City Hall.

Community Engagement

3. An early draft of the CMP was referred to the Council’s Heritage Advisory Committee and Heritage Advisor for comments, key issues raised have been addressed in the attached draft.

4. This report proposes public release of the draft of the CMP for community input for a minimum of four weeks.

Social Equity Considerations

5. City Hall is of high social importance to the Geelong community through its longstanding civic use, and a place of high heritage interest through its history, architecture and prominent siting overlooking the City’s major park.

Policy/Legal/Statutory Implications

6. City Hall is entered on the Victorian Heritage Register and any works to it require an approved permit from Heritage Victoria. The CMP can guide design work to minimise heritage impact and inform any permit assessment by Heritage Victoria.

Alignment to Council Plan

7. Relevant priorities include: 3. A More Inclusive & Diverse Community – Improving our engagement with our culturally diverse population; supporting activities that improve social connections in our community; 4. Planned Sustainable Development - Managing the impact of development on the unique character of our townships.

Conflict of Interest

8. No officers involved have a conflict of interest for this item.

Risk Assessment

9. The CMP should reduce the likelihood of inappropriate works being designed and/or the rejection by Heritage Victoria of any future works proposed to City Hall.

10. The CMP provides increased community certainty as to what physical change is likely at City Hall in the future considering its heritage significance.

Environmental Implications

11. The CMP will help ensure the City achieve the highest environmental standards possible for the future use and development of City Hall. Any future permits obtained for works will reflect the high standards.

7. External Membership - Potato Shed

Purpose

1. The purpose of this report is to seek Council’s approval of the Community Membership - Section 86 Potato Shed Committee of Management before the next meeting on 23 April 2020.

Background

2. On 28 March 2000, Council entered into a joint venture partnership with both the Bellarine Secondary College and the Roman Catholic Trusts Corporation, in the development of the Potato Shed multi-arts facility in Peninsula Drive, Drysdale.

3. The Joint Use Agreement provides for a Committee of Management to ensure the facility’s appropriate long-term management and promotion. The Committee, established as a special committee of Council pursuant to Section 86 of the Local Government Act 1989, consists of two Council appointees (Councillors or staff), two representatives of Bellarine Secondary College, two representatives of St Ignatius College, and two user or potential user group (community) representatives.

4. The Bellarine Multi-Arts Facility Committee of Management was established under Section 86 of the Local Government Act 1989 (the Act) on 24 May 2000.

5. The previous two-year term of community representation has expired and triggered the process for seeking new appointments to the Committee.

Key Matters

6. Under the terms of the Joint Development and Use Agreement, two community representatives are to be elected onto the Committee under Council endorsement.

7. After seeking public expressions of interest to fill vacancies, a selection process was conducted. Two nominees are recommended for Council endorsement.

Councillor Sullivan moved, Councillor Murrihy seconded -

8. That Council endorse the following:

1. Appointment of Ms Emma Watson and Mr Christopher Reynolds as the community representatives to the Bellarine Multi-Arts Facility Committee of Management (Potato Shed) in accordance with the terms and conditions of the Joint Development and Use Agreement; and

2. That Council thank Ms Anne Brackley OAM and Dr Helen Nikolas for their commitment to the Potato Shed over the past two years.

Carried.

Attachment 1

Financial Implications

1. There are no financial implications arising from this report as no remuneration is paid to external representative positions on the Potato Shed Committee.

Community Engagement

2. A call for Expressions of Interest for community members interested in applying for this role was posted in local media and relevant websites on Saturday 18 January 2020. Applications closed on Friday 2 February 2020. Applicants will be notified of outcomes via phone call and written correspondence.

Social Equity Considerations

3. The Potato Shed promotes cultural diversity and cultural acceptance and is a vital hub of arts, social and educational activity for people of all ages and abilities on the Bellarine.

Policy/Legal/Statutory Implications

4. The appointment of the two community representatives is in accord with the terms and conditions of the Agreement. Committee Members are bound by the Local Government Act in relation to disclosure of interests, conflicts of interest and pecuniary interest and like Councillors must not make improper use of information acquired in their role as a Committee Member. Any matters which arise on an agenda must be declared and recorded in minutes of the Committee should any member declare an interest.

5. The further requirement for Councillors and Special Committee Members to complete primary and annual pecuniary interest returns is flexible in relation to those members of the Committee who are not Councillors. Section 81 (2A) enables Council to exempt non-Councillors from being required to submit primary and ordinary returns. Given that the non-Councillors on this committee are nominees of the two schools and voluntary community representatives, an exemption to the requirement for their personal share holdings, property and other information to be on a public register, is considered warranted.

Alignment to Council Plan

6. The Potato Shed aligns well with many of the ideals of Council Plan, promoting Community Wellbeing with participation in the Arts, Sustainability and Environmental initiatives through waste-wise and energy saving measures.

Conflict of Interest

7. There is no direct or indirect interest noted for this report.

Risk Assessment

8. New representatives will be fully briefed on and inducted to their role on the Potato Shed Committee ensuring that they each understand their roles and responsibilities.

Environmental Implications

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

8. Planning Authorisation - Council to Staff

Purpose

1. To appoint a City officer as an authorised officer 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. A planning staff member has recently been employed by the City and is 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 member to whom this authorisation applies (instrument).

Councillor Sullivan 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. Member 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: and

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.

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