6. question time - welcome to central goldfields shire€¦ · strategy 3.2 economy and growth...

10/5/75 mj : sg

21st April, 2017 Dear Councillor (As Addressed) ORDINARY COUNCIL MEETING AGENDA Please take notice that a meeting of the Council will be held in the Community Hub, 48 Burns Street Maryborough on Wednesday 26 th April, 2017 commencing at 6:00pm .

BUSINESS

1. Confirmation of Minutes 1.1 Ordinary Meeting held Tuesday 28th March, 2017 1.2 In Committee Meeting held Tuesday 28th March, 2017 1.3 Special In Committee Meeting held 18th April, 2017

2. Declaration of Interests

3. Reports 3.1 Community and Culture

3.1.1 Central Goldfields Youth Advisory Council – 2016 Youth Survey

3.1.2 Community Grants Scheme 2017 3.1.3 Councils and Emergencies Directions Paper Phase 1

Submission to Local Government Victoria 3.1.4 2017 – 2026 Central Goldfields Shire Walking and Cycling

Strategy

3.2 Economy and Growth 3.2.1 Mobile Phone Blackspots

3.3 Built and Natural Environment 3.3.1 Living Heritage Grant 3.3.2 Road Management Plan

3.4 Processes and Governance 3.4.1 Assemblies of Councillors 3.4.2 March 2017 Finance Report 3.4.3 Procurement Policy

4. Minutes for Adoption/Noting

5. Documents for Sealing

5.1 Instrument of Delegation

5.2 Lease Agreement

5.3 Contract G1155-2017

6. Question Time

7. Urgent Business Otherwise Not Stated

7.1 General Business

8. Notice of Motions

9. In-Committee

MARK W JOHNSTON CHIEF EXECUTIVE OFFICER

VisionVisionVisionVision “To be a community with choice”

ValuesValuesValuesValues Three behaviours that support our Vision; are being Accountable, Progressive and Respectful.

Quality of LifeQuality of LifeQuality of LifeQuality of Life ‘Quality of Life’ depends on a combination of social, environmental, economic and cultural attributes.

‘Quality of Life’ is enjoyed by residents, and attracts new residents and business investment.

Quality of Life criteria:

1. Community Participation/Capacity: the method and style of ongoing involvement, encouragement and support of individuals, groups and organisations in the planning, development and management of the local community, and community capacity building of leadership, knowledge, skills and diversity.

2. Healthy Lifestyles: understanding the health issues that affect the community, supported by appropriate research and a commitment to improvements to health and health services.

3. Economy: expanding and diverse economic activity providing enhanced employment opportunities.

4. Facilities and Services: the amenities and programs that the community has access to, both locally and regionally, including public infrastructure (e.g. education), and, goods and services (e.g. retail).

5. Natural and Built Landscapes: the aspects of the Shire which create an environment enhanced through natural, and built elements (including a range of living options).

6. Arts, Culture and Heritage: valuing and embodying the community’s unique culture; valuing heritage both in buildings and places; acknowledging festivals and events which celebrate these dimensions; encouraging and recognising the arts in all their forms.

7. Community Safety/Support: daily living happens in a safe and secure environment, and there is genuine regard for fellow community members.

8. Strategic Planning: the community determines its future, underpinned by robust planning processes.

Council will focus on four broad interrelated areas:

Community and Culture

Foster community connectedness and social capital, and services which improve people’s health and wellbeing.

Economy and Growth

Encourage and support economic activity, particularly that which facilitates employment in the community.

Built and Natural Environment

Value, conserve and enhance the rich built and natural heritage and environment.

Processes and Governance

Implement strong, clear and transparent corporate governance, strategies and actions.

and each of the Actions in the Council Plan under those areas will support Quality of Life criteria.

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CENTRAL GOLDFIELDS SHIRE COUNCIL

AGENDA 26th April, 2017 PRESENT: APOLOGIES: OPENING PRAYER: 1. CONFIRMATION OF MINUTES

1. That the minutes of the Ordinary Meeting held on 28th March, 2017, the In Committee Meeting held 28th March, 2017 and the Special In Committee Meeting held 18th April, 2017 be taken as read and confirmed.

2. DECLARATION OF PECUNIARY AND/OR CONFLICTS OF INT EREST FROM COUNCILLORS

In accordance with Council direction, Councillors are requested to have recorded any pecuniary and/or conflicts of interest on the listed agenda items.

3. REPORTS

Community & Culture Reports Ordinary Council Meet ing – 26 th April, 2017

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3.1 COMMUNITY AND CULTURE

3.1.1 CENTRAL GOLDFIELDS YOUTH ADVISORY COUNCIL – 2 016 YOUTH SURVEY

Author: Youth Advisory Council Co -ordinator

Responsible General Manager:

General Manager Corporate and Community Services

SUMMARY/PURPOSE:

The purpose of the report is to provide Councillors the results of the Central Goldfields Shire Youth Advisory Council – 2016 Youth Survey.

POLICY CONTEXT:

Community Participation/Capacity - the method and style of ongoing involvement, encouragement and support of individuals, groups and organisations in the planning, development and management of the local community, and community capacity building of leadership, knowledge, skills and diversity.

BACKGROUND INFORMATION:

The Central Goldfields Youth Advisory Council conducted its first survey of local young people, aged 12-25 years in 2014. The survey received 431 responses to questions relating to their participation in the local community. This inaugural survey showed low participation from young people aged 12-25 years in community and recreational activities. Results of those surveyed showed that 14% of local young people surveyed had never been part of any organised association, club or group.

The 2014 survey also highlighted young people’s identification of what they considered to be issues for young people in the community. The top 3 responses included smoking, alcohol, and drugs being their main cause for concern.

The results from the 2014 survey were delivered at a de-brief meeting to all local primary and secondary school principals from the Central Goldfields Shire and Avoca in May 2015.

In 2016, the Youth Advisory Council delivered the bi-annual follow up Youth Survey to establish on-going data and review participation levels of local young people.

With 433 responses from local young people, the Youth Advisory Council has been able to establish trend markers relating to participation in the community of young people.


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The 2016 Youth Survey also included 4 questions posed by Go Goldfields including: the effects on traveling in the Central Goldfields Shire in the last 12 months, young people’s opinions on being heard in the community, and use of the Youth Services Directory (www.yacs.com.au).

REPORT:

The Youth Advisory Council – 2016 Youth Survey recorded 433 responses. These were received in hard copy and through electronic Survey Monkey online survey.

A total of 17 questions were asked, 5 more than in 2014.

Key survey results include: - Similar number of responders in each survey year, 2014 – 431 and 2016 – 433 - 86% of survey responders live in the Central Goldfields Council area and 54%

of survey responders identified as living in Maryborough - Involvement in Football/Netball clubs was the highest response to “Involvement

in clubs and associations” in 2016, representing 28.9% or (125 of the 433) young people surveyed.

- Compared to data collected in 2014, there is a decrease in membership in football/netball clubs of 9%.

- Data comparisons between 2014 and 2016 results show a 14% increase in young people not currently being part of any group, club or association. This equates to 210 of the 433 responders who are not currently part of any group, club or association.

- There are decreases in participation in a number of activities including basketball, tennis, cricket, theatre production, Skate Park, hockey and photography.

- There are increases in activities such as soccer (including futsal), swimming, boxing, and bowls.

- Golf, netball and darts have maintained participation rates. - In 2014, 21.5% of responders advised that they had never been part of a group,

club or association, compared to an increase to 24.5% in 2016. Both statistics indicate significant work is still required to engage youth in community organisations and increase participation

- Overall there is a 12% decrease in club, association and group participation, which is a concerning trend.

- Young people in the Central Goldfield Shire have recorded interest in over 60 hobbies and interests. The options recorded are quite diverse from single person activities (creative arts, cooking and reading) through to sports participation. Sports and gaming activities were the two highest recorded activities.

- When asked what activities young people would like to do in the Central Goldfields Shire the following results were recorded:

o In 2014, 31.3% (135 people) advised that they had no suggestions. o In 2016, only 13% (55 people) advised that they had no suggestions. o 7.5% identified that they would like a cinema and 5% wanted better

shopping opportunities. o Over 101 activity suggestions were recorded, largely related to fitness /

sport and shopping outlet suggestions


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- In 2014, 40% of young people could not identify what the good things were for young people in the Central Goldfields Shire.

- In 2016, 24% could not identify what the good things were for young people in the Central Goldfields Shire. However 19% of responders skipped this question

- The top 4 items identified as being “good things” for young people in the Central Goldfields Shire were:

o Sports (activities, facilities, swimming pools) o The range of local business and organisations, (rating highly were

McDonalds and KFC). o The range of activities including performing arts, parks and nature

areas, youth support groups and social connections - Question 10 asked what young people saw as the ‘main issues’ in the local

area. o 27.5% (156 people) identified drugs o 11.3% advised alcohol o 9% advised the lack of things to do

- In 2014 the top 4 issues were: o 33% Drugs o 25.5% (Combined) socially related issues o 13% Alcohol o 11% Crime related issues

- Issues that increased over the 2014 – 2016 period are: o Transport or Travel (2014 – 3 responses, 2016 – 11 responses) o Smoking o Alcohol o Access to youth mental health support (2014 – 0 responses, 2016 – 7

responses) - Issues that have decreased over the 2014-2016 period include:

o Bullying (2014 – 22 responders and in 2016 – 11 responders) o Crime and Wrong-doing (2014 – 47 responses, 2016 – 34 responses)

- 67.8% of young people would like to be kept up-to-date on youth related activities via Facebook or alternatively through the Maryborough Advertiser.

- 39.4% of young people are currently working fulltime, part time or casually. - Only 6% of young people volunteer. - 75.7% of those young people who are working, work 0-10 hours per week. - 24.4% of those young people who are working are currently employed in the

retail industry

This submission includes the raw data of the 2016 Youth Survey and a Results Overview.

RISK ANALYSIS:

This information does not pose a financial risk to the Central Goldfields Shire Council.


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However issues raised as part of the Youth Survey will be used to drive planning for additional services, programs, and projects and provide direction in the application for appropriate grants and funding opportunities to address youth based issues in the Central Goldfields Shire Council area.

CONSULTATION/COMMUNICATION:

The 2014 and 2016 Central Goldfields Shire Youth Advisory Council – Youth Survey achieved outstanding consultation levels with 431 and 433 young people participating in the survey respectively.

Youth Survey information (upon Central Goldfields Shire Council approval) will be distributed to local youth service organisation for review.

In May 2017 (date to be confirmed) the Youth Advisory Council will be hosting a Youth ‘Soap Box’ for young people to respond to the survey and to seek input from young people on possible interventions or measures to address issues and increase participation in the community and local decision making.

Information will also be disseminated to local school principals at an information session. The local school principals’ forum was very successful in 2014 and with the collection of 2016 results we can advise of trends that are arising.

The 2014 Youth Survey results were requested by Mr. Dan Tehan, Member for Wannon and he had asked to be kept updated on the 2016 Youth Survey outcomes as well.

RESOURCE IMPLICATIONS:

The school principal information session and Youth ‘Soap Box’ will be delivered by the Central Goldfields Shire Youth Advisory Council with funding from the Victorian State Government, Local Government Regional and Rural Engagement Program grant funds as per the agreed work plan.

CONCLUSION:

The Central Goldfields Youth Advisory Council will share information with local youth support services including Go Goldfields, Anglicare Victoria, local schools, Maryborough District Health Services, and Healthy Communities.

Information will be used to drive planning for additional services, programs, and projects and provide direction in the application for appropriate grants and funding opportunities to address youth based issues in the Central Goldfields Shire Council area.

ATTACHMENTS:

1. Central Goldfields Youth Advisory Council 2016 Youth Survey - Overview.

2. Central Goldfields Youth Advisory Council 2016 Youth Survey – Results.


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RECOMMENDATION:

That Council

(a) Note the results of the Central Goldfields Shire Youth Advisory Council 2016 Survey;

(b) Acknowledge and thank the Youth Advisory Council for their hard work in getting such a good response; and

(c) Invite the Youth Advisory Council to meet with Councillors to discuss input to the Council Plan.


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3.1.2 COMMUNITY GRANTS SCHEME 2017

Author: Manager Governance



SUMMARY/PURPOSE:

The purpose of this report is to provide Council with information to facilitate consideration of the Community Grant applications for 2017.

POLICY CONTEXT:

Central Goldfields Shire Council Plan 2013-2017

Council Plan Reference: Community Development/Connectedness. Action: Provide a Community Grants Scheme to assist work of

community groups.


Councillors will recall a determination to proceed with a Community Grants Scheme at Workshop 7 March 2017.

Accordingly, the process of publicising the grants Scheme and inviting applications commenced in March with a close off date for applications of 11 April, 2017.

The publicity around the program this year emphasised that Council was particularly keen to see applications from projects that developed community leadership.

Previous Council Decision Dates:

The Community Grants Scheme has been considered by Council each April since the reintroduction of the program in 2008. Announcement of the successful recipients is generally made at April Ordinary Council Meeting.

Councillors included $25,000 funding for the Scheme in the 2016-17 Budget adopted at Ordinary Council Meeting 28 June, 2016.

REPORT:

The response from Community groups in this year’s Grant’s program has been considerable – 17 applications have been received with the amount requested from Council totalling $29,288.

Priority/Importance:

The Community Grants program has proved to be a very valuable source of funding for many Community groups that may not have access to funding from other sources.


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Council has stated in its 2013-2017 Council Plan that it places particular focus on working with the community, and strengthening the partnerships so important to maintain and enhance wellbeing.

One of the themes of the Council Plan is Community and Culture, encompassing the aim to foster community resilience, connectedness and social capital. Providing a Community Grants Scheme is a strategy that Council has engaged to assist in the attainment of this aim.

As previously mentioned, Council’s advertising of the Community Grants program this year encouraged applications from community groups seeking to develop community leadership. Whilst none of the applications received directly related to projects of that type, Councillors will recall discussion that $5,000 of this budget be used for leadership training to replace the Rotary scholarships. To that end, Officers have had discussions with providers of Community Leadership programs that have the capacity to provide relevant short courses locally.

Timelines:

Payment to successful applicants will be made by mid-May, 2017. The unsuccessful applicants will be advised by letter.

Councillors have been provided with copies of all applications.


Media releases and advertisements inviting applications to the Community Grants program have been run in local newspapers and on local radio. Media coverage of grant recipients is anticipated.

CONCLUSION:

17 applications were received for the 2017 Community Grants Program. The total of funding sought across all applications was $29,288. All applications have been assessed in accordance with the Grant Program guidelines, with 15 projects being recommended to receive a level of funding.

Once Council has resolved upon funding allocations, all applicants will be notified as to the outcome of their application.


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RECOMMENDATION:

That Councillors consider all but the Kokoro Kai Community Support Group application, and offer the following community groups grants for 2017;

Organisation Project Amount

Casablanca Movie Club Seniors’ Week Movie Festival $900

Campervan & Motorhome Club of Australia Limited - Victorian State Rally

Motorhome rally to be held at Maryborough Harness Racing complex. Request for Council to cover cost of temporary water supply.

$2,000

Maryborough District Historic Vehicle Club Incorporated

Motorhome rally to be held at Maryborough Harness Racing complex. Request for Council to cover cost of temporary water supply.

$500

Dunolly Santa Show Gazebo $1,500

Talbot Golf Club Sponsorship of Victorian State Veterans Golfers Sandgreen Championships

$950

Californian Gully Kindergarten Garden project $1,500

Maryborough Theatre Company Construction of ramp to clubrooms

$2,910

Dunolly Community Garden Manufacture and installation of metal gate/Insurance costs for Spring Fling activities

$1,500

Talbot Town Hall Committee of Management

Sponsorship of community meals

$1,000

Maryborough Writers Group 30th Anniversary anthology of member's work for distribution to the wider community, library and schools.

$462

Carisbrook Playgroup Inc Reading nook & perceptual motor programme.

$1,700

Talbot Tennis Club Paving. $1,800

Creative Goldfields Seed capital to establish group. $2,166

Sub Total $18,888

Plus Community Leadership program $5,000

Sub Total $23,888


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Cr Murphy, having declared an indirect interest due to conflicting duties, has indicated that he will leave the Chamber for the discussion concerning the grant application from Kokoro Kai Community Support Group.

RECOMMENDATION:

That Councillors consider the Kokoro Kai Community Support Group application and offer the following grant to that group for 2017;

Organisation Project Amount

Kokoro Kai Community Support Group Inc

Sponsorship of karate tournament

$1,000


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3.1.3 COUNCILS AND EMERGENCIES DIRECTIONS PAPER PHA SE 1 SUBMISSION TO LOCAL GOVERNMENT VICTORIA

Author: Emergency Managem ent – Fire


General Manager Technical Services

SUMMARY/PURPOSE:

This report provides Council with information on the Councils and Emergencies Direction Paper and provides a submission by Council for consideration.

POLICY CONTEXT:

Community and Culture

“Community Safety” - Foster a ‘Whole of community approach to community safety

The emergency Management Act 1986 and 2013 as well as the Emergency Management Strategic Action Plan 2016-2019 underpin Victoria’s emergency management arrangements and they provide the vision, priorities, investment framework and principles for the statewide emergency management system.


The Department of Environment, Land, Water and Planning (DELWP) (through Local Government Victoria) has released a directions paper regarding Council’s role in emergencies in March 2017. All Councils have been requested to respond to the paper with feedback regarding the content and proposed changes.

The paper is an essential element of Phase 1 of the “Council’s and Emergencies Project” (part of the “Local Government Capability and Capacity Project”) being led by Local Government Victoria (LGV). This project aims to assess and improve the ability of local governments to manage emergencies, clarifying resources, responsibilities and actions. It is imperative that the paper accurately records the spectrum of roles and action in emergencies undertaken by councils ensuring a positive and valid delivery of Phase 2 and 3.

The Councils and Emergencies Project will run for about three years and has three phases:

• Phase 1 is identifying and agreeing councils current emergency management responsibilities and actions;

• Phase 2 will assess the capability and capacity of the local government sector to determine gaps in terms of skill and expertise that prevent adequate discharge of their emergency management responsibilities and actions; and

• Phase 3 will develop strategies and plans to address the emergency management capabilities and capacity gaps.


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Local Government Victoria has developed a directions paper from previous statewide council and agencies consultation and survey. Staff from local councils including Central Goldfields Shire attended a number of workshops in early 2016 which enabled input into the development of the directions paper. Emergency services agencies were involved in separate workshops to provide input into the directions paper.

The Directions Paper was released in January 2017 and in March 2017 all Councils attended briefing sessions conducted separately by LGV and the MAV to assist Councils in preparing their submissions.

The development of the final paper will incorporate submission put in by councils to LGV along with emergencies services agencies input.

Attachment 1 provides a copy of the Councils and Emergencies Direction Paper that council has been asked to respond to.

Previous Council Decision(s) Date(s):

No previous Council reports or decisions in relation the Councils and Emergencies Direction Paper has occurred.

REPORT:

Council Submission

Council staff have reviewed the Directions Paper and prepared a detailed Central Goldfields Shire Council draft submission for Councils’ perusal and endorsement. Refer Attachment 2 .

The directions paper identifies 21 core capabilities needed by councils and emergency agencies to effectively manage emergencies. The directions paper Table 1 pages 8-10 lists the core capabilities. The paper lists councils’ emergency management responsibilities and actions in relation to each core capability for before, during and after an emergency event.

The current responsibilities undertaken by councils are listed in the document in ‘BLUE’ and proposed responsibilities and actions are listed in ‘BLACK’ as viewed by some councils and/or agencies.

The Central Goldfields Shire Council draft submission has addressed all 154 responsibilities and actions as listed under the core capabilities.

Council staff agree with the majority of the listed responsibilities and actions, however some key areas such as heritage sites, fire management and suppression, fire hydrant maintenance and essential service and facilities are challenged as council responsibility.

MAV Submission

The MAV have compiled a separate submission from a review of the Directions Paper and from the workshops conducted in March 2017.

The suggested changes put forward by the MAV Submission are generally agreed with.


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A copy of the MAV submission can be viewed, if needed, at the MAV website.

Timelines:

The submission is required to be submitted to LGV before 8 May 2017.

Risk Analysis:

Final responsibilities and actions as determined in the directions paper will be included into Government legislation, policy and guidelines which will require councils to undertake these in emergency management plans, resourcing, roles and responsibilities for council staff.

However Phases 2 and 3 will look closely at councils’ capability and capacity to undertake these responsibilities and actions. This will also include reliance on funding from sources other than Council.


Councils and emergency services agencies have been consulted throughout the consultation process. LGV have ensured councils and emergency service agency input into the Councils and Emergencies Directions Project.


Until the final document detailing councils’ responsibilities and actions in emergencies is released it is difficult to determine the final resource implications.

The issue of ramping up emergency management responsibilities for local Government will have financial cost and mechanisms to fund additional responsibilities in a rate cap environment.

CONCLUSION:

The Councils and Emergencies Direction Project will have implications for councils and emergency service agencies.

The project will hopefully define councils’ emergency management roles and responsibilities more clearly in terms of capability and capacity, and allow for more effective planning, resourcing and funding in the emergency management area.

It is proposed that Council endorse the draft submission on the Councils and Emergencies Directions Paper

ATTACHMENTS:

1. Councils and Emergencies Direction Paper January 2017.

2. Central Goldfields Shire Council Draft submission on Councils and Emergencies Directions Paper.


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OFFICER’S CONCLUSION:

That Council approve the submission on the draft Emergencies Directions Paper and submit to the Office of Local Government.


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3.1.4 2017 – 2026 CENTRAL GOLDFIELDS SHIRE WALKING AND CYCLING STRATEGY

Author: Recreation Manager



SUMMARY/PURPOSE:

Present the 2017 – 2026 Central Goldfields Shire Walking and Cycling Strategy to Council for adoption noting that the recommendations provided within the strategy will be considered in the annual budget development process.

POLICY CONTEXT:

Community Participation/Capacity - the method and style of ongoing involvement, encouragement and support of individuals, groups and organisations in the planning, development and management of the local community, and community capacity building of leadership, knowledge, skills and diversity.

Facilities and Services - the amenities and programs that the community has access to, both locally and regionally, including public infrastructure (e.g. education), and, goods and services (e.g. retail).


Central Goldfields Shire Council has recognised the need to develop a Walking and Cycling Strategy Plan to enable it to meet its community’s continued growth and interest in these forms of sport and active recreation.

The Central Goldfields Shire Council Bicycle Strategy Plan (2004 - 2013) has been a very useful planning document for "Council" and the Central Goldfields Bicycle Advisory Group, providing the direction and impetus for many outstanding developments in terms of infrastructure development and promotion, program delivery, and behavioural change in the local community.

Some of the major outcomes as a result of the plan include (i) Maryborough - Carisbrook Bicycle Path, (ii) Cycle Central Goldfields Cycling Trails, and the (iii) Ride to Market Event.

This plan, as useful as it has been, now needs to be updated and modified to reflect the new developments and trends which are occurring in active recreation and transport, build upon the achievements of the previous plan, and incorporate the needs and benefits of walking, running, cycling, and other forms of active transport.


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Cycling and walking paths / trails also provide linkages in the community between important community infrastructure such as residences, businesses, open space, hospitals, and schools. With growth, development, and in some cases decline, these linkages must be examined and planned to ensure they assist the effective function of our active transport network.

REPORT:

The Central Goldfields Shire Council engaged the consultancy services of Wendy Holland from communityvibe, with specialist support from Bricolage Design, and Michael Eubank, to undertake this planning project.

A Project Management Group was established involving representation from the Central Goldfields Shire Council, Sport & Recreation Victoria, Central Goldfields Shire Bicycle Advisory Group Committee, Department of Economic Development, Jobs, Transport and Resources, and Sports Focus.

Aims and Objectives

The aim of the project was to develop a strategic direction for the provision of quality walking and cycling opportunities in the Central Goldfields Shire, and to increase the community’s active participation levels. The ‘Plan’ is intended to ensure that communities within the Central Goldfields Shire can enjoy effectively planned and efficiently developed walking and cycling facilities, programs, and services.

The specific objectives of the project are to:

• Analyse and review the existing provision of walking and cycling opportunities in the municipality identifying strengths and gaps in provision levels, and opportunities for improved linkages between important community infrastructure;

• Review existing relevant literature including the Central Goldfields Shire - Council Plan, Recreation Strategy, Bicycle Strategy, Health & Well-Being Plan, and 2014 Sports Summit Way Forward Plan. Regional plans - Crossing Borders Tracks and Trails, Ballarat – Maryborough Heritage Trail, Loddon Mallee Regionally Significant Trails Strategy. State plans – Victoria’s Trails Strategy 2014-24, Cycling into the Future 2013-2023, and Victoria’s Cycle Tourism Action Plan 2011-15;

• Research and identify the participation trends which may impact upon the provision of walking and cycling services and facilities within the Shire;

• Identify community needs and expectations through a comprehensive community engagement process which reflects the shared vision and priorities of local communities;

• Produce a methodology that integrates across and links to Council’s corporate and business planning processes;

• Identify policy directions, decision making processes, guidelines, principles, and recommendations for Council to improve walking and cycling provision, including options for the sustainable development, management, maintenance and operation of facilities and services.


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• Develop a ten year strategy and implementation plan for the future provision of walking and cycling facilities, services, programs and events that is realistic and achievable for Council and communities within the Central Goldfields Shire;

• Provide an evaluation framework and timeline to assist with timely and meaningful evaluation of the Walking and Cycling Strategy priorities and actions.

Outcomes

The proposed outcomes of the Central Goldfields Walking and Cycling Strategy Plan 2017 - 2026 are:

• a comprehensive analysis of the walking and cycling needs of the Central Goldfields Shire;

• Strategic advice for Council and local communities to plan and facilitate walking and cycling opportunities which are integrated within Council’s planning framework, and incorporate a decision making framework and planning principles, with clearly identified priorities.

• A clearly defined Implementation Plan to guide Council and local communities in the implementation of the Walking and Cycling Strategy Plan 2017 - 2026, incorporating a list of actions with appropriate costings, timelines and prioritisation.

RISK ANALYSIS:

This project provides a relatively low risk to the Central Goldfields Shire Council and the community, and provides an aspirational approach to the future of walking and cycling in the next ten (10) years.


Extensive consultation has occurred throughout the “Draft” planning process involving key stakeholder interviews, key stakeholder workshops, community workshops and listening posts at all local communities, social media surveys and questionnaires, and written submissions.

Further community consultation occurred after the “Draft Plan” was released for public consideration, being presented to the Central Goldfields Shire Bicycle Advisory Group and the Project Management Group for strategic feedback, advertising in the local print media and on the Central Goldfields Shire website, and through listening posts in Talbot, Carisbrook, Dunolly, and Maryborough.


The 2017 – 2026 Central Goldfields Shire Walking and Cycling Strategy has a budget commitment of $37,000. The Central Goldfields Shire Council received a Planning Grant of $26,000 from Sport & Recreation Victoria on a $2:$1 basis for the project. The Central Goldfields Shire Council has committed $11,000 from within its own budget, with in-kind contributions totalling $2,000.


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It is anticipated that the majority of capital and infrastructure developments identified within the ‘plan’ will require external funding support, and will be dealt with through the annual budget allocation process. All strategic actions have been listed as either “High, Medium, or Low” priorities to ensure that there is flexibility in the timing of the delivery of these actions.

CONCLUSION:

The 2017 – 2026 Central Goldfields Shire Walking and Cycling Strategy is an excellent planning document which has had extensive input from within the Central Goldfields Shire Council business units, other key stakeholder organisations, and the community. The planning process has also enabled this strategy to be extensively integrated into the various planning mechanisms within ‘Council’s’ operations, which maximizes its functionality.

It is acknowledged that the achievement of the listed actions within the plan will require a partnership approach between Council, other key stakeholders, and the community, and that projects will be advanced as opportunity and funding support becomes available (rather than in accordance with a highly specific timeline).

ATTACHMENTS:

1. Central Goldfields Shire Walking and Cycling Strategy – 18 April 2017.

2. Bristol Hill Urban Bike Park Maryborough Concept Plan

RECOMMENDATION:

That Council adopt the 2017 – 2026 Central Goldfields Shire Walking and Cycling Strategy noting that the recommendations requiring resources will be considered in the annual budget development process.

Economy & Growth Reports Ordinary Council Meeting – 26th April, 2017

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3.2 ECONOMY AND GROWTH

3.2.1 MOBILE PHONE BLACKSPOTS

Author: General Manager Technical Services

SUMMARY/PURPOSE:

The report is to provide an update to Council on Mobile Phone Blackspot analysis received.

POLICY CONTEXT:

Community Development/Connectedness Foster community resilience, connectedness and social capital

No relevant actions

Economic Activity support and facilitate activities which contribute to the municipality’s economic prosperity.

Develop an Economic Development strategy which clearly articulates prioritised actions, including around Manufacturing Retail Services Agriculture Transport including value-adding opportunities in the Agriculture sector.


Council has received a report prepared on assessment of Mobile Phone Blackspots.

Several months ago Council participated in a program of driving telephone signal measurement devices around the Shire to map telephone signal coverage. The project was sponsored by Loddon-Mallee Regional Development Australia. The results for Central Goldfields are shown on pages 24 and 25 of the attached report.

The mapping confirms what was already known from experience but is the first time a comprehensive approach has been used.

As the report says, Central Goldfields Shire has some of the poorest Blackspot results in the Loddon Valley area.

The report nominates Amherst, Daisy Hill and Talbot along with Bealiba and Moliagul as the highest priority areas for funding applications although the report highlights there is Shire wide problems.

Economy & Growth Reports Ordinary Council Meeting – 26th April, 2017

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REPORT:

The information provided in the Study will enable the Shire to prepare an application for future Blackspot funding programs and provide information to advocate for improved services.


The information provided within the report is a regional assessment and the most effective lobbying will be via a regional approach.

CONCLUSION:

The information from the Study is useful and will provide the basis for advocacy for improvement in Mobile Phone services.

ATTACHMENTS:

1. Mobile Coverage Report

RECOMMENDATION:

That the report be noted and be the basis of future advocacy.

Built & Natural Environment Reports Ordinary Coun cil Meeting – 26 th April, 2017

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3.3 BUILT AND NATURAL ENVIRONMENT

3.3.1 LIVING HERITAGE GRANT

Author: Manager Recreation Services



SUMMARY/PURPOSE:

To provide Council with an overview of the proposed project for which Central Goldfields Shire received a Living Heritage Grant.

POLICY CONTEXT:

Infrastructure, Assets & Facilities: Protect and enhance our existing amenities


The Hon. Richard Wynne - Minister for Planning, recently announced $35,000 in funding to prepare a Conservation Management Plan and Structural Condition Assessment to guide essential conservation works at the Maryborough Municipal Olympic Swimming Complex. The grant is though Heritage Victoria’s Living Heritage Grants Program.

REPORT:

The funding will allow further investigation of the structural integrity of the Olympic pool, child’s pool, and Pump-house, assessment of main changing rooms, condition report of mature trees lining the fence boundary, and an assessment and design of stormwater drainage and concrete aprons surrounding the outdoor pools.

The first stage is to address high risk structural failure due to concrete failure and damage to pool upstand kerb and edge of pool which is an OH&S concern. The concrete walls of the pool are continuing to deteriorate and will compromise the integrity of the whole structure.

• There are a series of vertical and horizontal cracks on the vertical face of the non-water side of the pool edge. These cracks appear to be extending through the pool edge concrete and resulting in de-bonding of the hexagon and edge tiles on top of the pool edge at various locations. It has been noted that water appears to be seeping through the pool edge concrete. Estimated $30,000 inclusive of structural engineer’s assessment report

• The Pump-house has cracking to its external concrete and brickwork walls. At the rear of the Pump-house the concrete floor over the holding tank for displacement water appears to be bouncy.


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• Invasive localized investigations will be required to be carried out to the pool edge and the concrete floor over the holding tank. This will require some limited depth coring and testing to determine the state of the concrete and reinforcement or more particularly the extent of chloride affected concrete, carbonation of concrete and corrosion of reinforcement, all expected to have had a role in the cracking seen to date.

The Structural Condition Assessment Report will include site observations & findings, cause of defects, and recommendations on remedial works. Additionally the design and documentation of remedial works will address

− Remedial works for pool edge

− Remedial works for Pump-house wall cracking

− Remedial works for concrete floor over the holding tank.

This work can only be done when the pool is empty of water and the area closed to the public. It is anticipated the program will start in May /June 2017. With a second stage application for funding to the Living Heritage Grants Program for Stage Two supported by Council funding, in order to be able to open the pool for the 2018 season.


N/A


Council is providing $5000 in-kind support for the initial stages and will need to provide further funding for the actual remediation works.

CONCLUSION:

The funding from Heritage Victoria is critical to undertake an important piece of evaluation and documentation of the works needed to sustain the Maryborough Municipal Olympic Swimming Complex. Once a Conservation Management Plan (CMP) is prepared the Shire will be able to apply for further funding to undertake the works identified in the CMP.

RECOMMENDATION

That Council note the $35,000 funding from Heritage Victoria’s Living Heritage Program to prepare a Conservation Management Plan and Structural Condition Assessment to guide essential conservation works at the Maryborough Municipal Olympic Swimming Complex.


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3.3.2 ROAD MANAGEMENT PLAN

Author: Assets and Project Engineer


General Manager Tech nical Services

SUMMARY/PURPOSE:

Council is required to produce a Road Management Plan (RMP) under the Road Management Act 2004. A review of the RMP is required every Council election and as required. The report provides information on the recent review of the Road Management Plan and the results of the public consultation to be incorporated into an amended RMP to be put forward to be adopted by Council.

POLICY CONTEXT:

Relevant section in the Road Management Act:

Section 50 - Purposes of a road management plan:

The purposes of a road management plan are having regard to the principal object of road management and the works and infrastructure management principles

(a) to establish a management system for the road management functions of a road authority which is based on policy and operational objectives and available resources; and

(b) to set the relevant standard in relation to the discharge of duties in the performance

Relevant section in the Council Plan:

Urban and Rural Services: Maintain the Council’s major asset categories – such as roads, bridges, footpaths, kerb & channel, drainage and buildings to meet defined service levels including standards in accordance with Council’s Asset Management Plan.


Council is responsible for 1320 Km’s of roads. This is made up of 520 km’s of sealed roads and 799 km’s of unsealed roads of which 358.3 km’s is actively graded and the 440 km’s of tracks and unmade road reserves receive very minor maintenance.

Council is responsible for 74 km’s of footpaths of which 52 km’s are concrete and the balance are brick, asphalt or gravel.

The Road Management Act 2004 requires each council to prepare a Road Management Plan.


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The Central Goldfields Shire’s Road Management Plan has been in existence since 2004 and has been put out for public comment several times, the last time being in September 2015.

The Road Management Plan is where Council declares the standards it proposes for all CGSC road reserve assets, new constructions and maintenance.

The Road Management Plan also specifies the frequency of inspection of the assets, the time to respond to a request and the level of deteriorations where corrective action is to be undertaken.

It is important that the community has the opportunity to have input into the maintenance standards and it is proposed by this report to put the Road Management Plan out for public comment.

The Road Management Plan is an overriding document intended for public reference and compliance with the requirements of the Road Management Act 2004. It provides the community with an overview of Council’s systems and practices in relation to the management of the “local” public road network and includes a map of the road hierarchy.

Previous Council Decision(s) Date(s):

Adoption of the reviewed Road management Plan Council Meeting 24th November, 2004.

Adoption of the reviewed Road management Plan Council Meeting 23rd August, 2006.

Adoption of the reviewed Road management Plan Council Meeting 26th June, 2009.

Adoption of the reviewed Road management Plan Council Meeting 25th June, 2013.

Council Report - Road Management Plan Review – 26th May 2015. Council agreed to publicly advertise the Road Management Plan.

Adoption of the reviewed version 5 Road Management Plan 22nd September 2015.

Council Report - Road Management Plan Review – 24th Jan 2017. Council agreed to publicly advertise the Road Management Plan.

REPORT:

The Road Management Plan is a strategic document that defines the servicing standards Council is aiming to achieve for roads and road related infrastructure.

From time to time there are changes in processes or standard which require the Road Management Plan to be amended. An example of a change is the addition of new road hierarchies based on information from the Infrastructure Design Manual (IDM) that some 40 councils across regional Victoria have subscribed to, including CGSC, all using a common set of road width standards.

A draft copy of the Road Management Plan version 6 with proposed amendments is provided as Attachment 1

The new proposed hierarchy helps Council to properly control the requirements of industrial developments and are in line with the IDM standards.


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Following the 28 day period required for public submissions, which included public advertisement of the updates and the proposed amendments, no submissions were received requesting any alterations to the proposed RMP version 6.


Council’s intention to amend the Road Management Plan and the draft Road Management Plan amendments have been publicly advertised and Gazetted as per the 28 day statutory requirements of the Road Management Act.

No submissions were received, either prior to, or after the closing date of the requests for submissions closing date.

The next stage of the review process requires the RMP to be adopted by Council and notice given to the public that Council has adopted the RMP in the Government Gazette and in the local newspapers. The process must be concluded by 30th June, 2017.


The Road Management Plan is used to guide Council’s service standards for the network. An increase in the standards will increase the operational budget needs. Council provides maintenance funds for roads, bridges, kerb and channel and footpaths, which enables it to fulfil the obligations under the Road Management Act 2004.

Minor alterations to references, web links and table clarification has no impact on the budget.

The amendment to include additional hierarchies and their corresponding road cross sections to align with the IDM will have minimal impact on operational and renewal budgets and can be absorbed into existing budgets. This will however effect future proposed developments which fall within the new road hierarchy classifications.

CONCLUSION:

The Road Management Plan is the strategic document that Council uses to declare its standards for servicing roads, other road related assets and footpaths. The process of review allows the RMP to be updated to accommodate current and emerging circumstances.

The ongoing contact and consultation with the community will continue to shape the development and improvement of the Road Management Plan and associated road asset maintenance, renewal and upgrade strategies.

As a result of the recent RMP review and the public consultation, it is suggested that the Road Management Plan V6, as detailed in Attachment 1 with the amendments shown in red be adopted by Council.


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In addition, the Public Roads Register is to be amended to reflect the new road hierarchies and gifted road (new subdivisions) added over the past two years. The Public Roads Register is a large document and will be tabled at the Council meeting. The Road Management Act requires the plan to be adopted by the new Council by 30th June following the election.

ATTACHMENT

1. Road Management Plan Version 6 with amendments in red.

RECOMMENDATION:

That Council:

(a) approves the amended Road Management Plan V6;

(b) approves the amended Public Road Register; and

(c) gives notice it has adopted the Road Management Plan V6 and amended the Public Road Register.

Processes & Governance Reports Ordinary Council Me eting – 26 th April, 2017

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3.4 PROCESSES AND GOVERNANCE

3.4.1 ASSEMBLIES OF COUNCILLORS 10/5/20

Author: Chief Executive Officer

SUMMARY/PURPOSE:

The purpose of this report is to provide the record of any assembly of Councillors, which has been held since the last Council Meeting, so that it can be recorded in the Minutes of the formal Council Meeting.

POLICY CONTEXT:

An amendment to the Local Government Act 1989, which came into effect on September 24, 2010, requires the record of any assembly of Councillors to be reported to the next practicable Council Meeting and recorded in the Minutes.


The Local Government Act provides a definition of an assembly of Councillors where conflicts of interest must be disclosed.

A meeting will be an assembly of Councillors if it considers matters that are likely to be the subject of a Council decision, or, the exercise of a Council delegation and the meeting is:

1. A planned or scheduled meeting that includes at least half the Councillors (4) and a member of Council staff; or

2. an advisory committee of the Council where one or more Councillors are present.

The requirement for reporting provides increased transparency and the opportunity for Councillors to check the record, particularly the declarations of conflict of interest.

REPORT:

Outlined below are the details of Assemblies of Councillors since the last meeting:


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1. Type of Assembly: Council Workshop Session

Date of Assembly: 28th March, 2017

Attendees: Crs Geoff Lovett, Helen Broad, Bob Henderson, Wendy McIvor, Chris Meddows-Taylor, Gerard Murphy & Paula Nixon

Mark Johnston, David Sutcliffe, Sharon Fraser & Marita Turner

Apologies: Jan Boynton

Items Discussed • Consideration of Ordinary Meeting Agenda

• Municipal Fire Management Plan

• Operational Matters

Conflict of Interest Disclosures

- Item - Nil

- Conflict of Interest - Nil

- Name of person (leaving the Assembly ) - Nil


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Date of Assembly: 11th April, 2017

Attendees: Crs Geoff Lovett, Helen Broad, Wendy McIvor & Paula Nixon

Mark Johnston, Jan Boynton, David Sutcliffe, Sharon Fraser, Marita Turner, Barry Secombe (for item 1), Martin Mark (for item 1)

Apologies: Crs Bob Henderson, Gerard Murphy & Chris Meddows-Taylor

Items Discussed • Active Recreation Grounds/Pavilions Management

and Maintenance

• Go Goldfields Family Violence

• Talbot Football Netball Club

• Regional Centre of Culture

• CG Youth Advisory Council

• Mobile Phone Blackspots

• Maryborough Croquet Club

• Bushfire Management Overlay Mapping

• Maryborough Football and Netball Club

• Procurement Policy



- Item - Nil

- Conflict of Interest - Nil

- Name of person (leaving the Assembly ) - Nil


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Date of Assembly: 18th April, 2017

Attendees: Crs Geoff Lovett, Helen Broad, Bob Henderson, Wendy McIvor, Chris Meddows-Taylor, Gerard Murphy & Paula Nixon

Mark Johnston, Jan Boynton, David Sutcliffe, Sharon Fraser, Marita Turner, Alan McKnight (for item 4) & Ross Forster (for item 4)

Apologies: Nil

Items Discussed • Anzac Day

• Community Grants Scheme 2017

• Councils and Emergencies Directions Paper Phase 1

• Maryborough Retail

• Plan Greater Bendigo

• Goldfields Heritage Development and Opportunity Summit

• Council Plan



- Item - Community Grants Scheme 2017 (part)

- Conflict of Interest - Indirect

- Name of person (leaving the Assembly ) - Cr. Murphy

RECOMMENDATION:

That Council endorse the record of assemblies of Councillors as outlined in this report.


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3.4.2 MARCH 2017 FINANCE REPORT

Author: Finance Manager



SUMMARY/PURPOSE:

Monthly financial reports are presented to Council to show Council’s financial performance and how it is tracking against the adopted (original) budget or mid year (budget review/forecast) budget result.

POLICY CONTEXT:

Action Area: - Processes and Governance


The monthly financial reports comprise the following:

• Operating Statement;

• Statement of Financial Position;

• Statement of Changes in Equity;

• Cash Flow Statement;

• Rate Debtor Information;

• Sundry Debtor Information; and an

• Investment Schedule.

This finance report is provided for the year to 31 March 2017 and does not include results for Council’s Section 86 Committees such as the Tullaroop Leisure Centre and Energy Breakthrough which are consolidated within the annual financial report.

FINANCIAL REPORT:

Operating Statement

The operating result for the year as at 31 March was a surplus of $370,196 against budget forecast. Income is under budget by $9,456 or 0.0%, whilst expenditure is under budget by $379,652 or 2.0% for the year to date.

Statement of Financial Position

Council’s equity position has increased from 30 June 2016 due to the levying of Council rates for the 2016-2017 financial year, totaling over $13.58 million (excluding FSPL) resulting in an increase in current assets.


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Council had a significant creditors balance at 30 June 2016, predominantly consisting of capital works expenditure (over $1 million, including invoices relating to the purchase of a new Grader, Havelock St works, Childcare Centre building works, Road stabilisation works, Clarendon St works, and Burns St asphalting works). These were all paid as part of Council’s weekly payment run processes during July/August.

The creditors balance at 31 March 2017 includes the Fire Service Property Levy, now totaling $0.340 million, this includes the arrears and the levy payable for 2016-2017. Council’s next installment for 2016-2017 is payable to the CFA by 28 June 2017.

Refer to the receivables summary for an explanation for the movement in current receivables. The rest of the movement in current assets is primarily a cash movement.

Statement of Changes in Equity

Council had budgeted to transfer $100,000 into the Unfunded Superannuation Liability reserve, this transfer has now occurred.

Cash Flow Statement

The balance of cash and investments as at 31 March 2017 is $9.97 million, which includes $9.5 million in short term deposits.

Future cash flows are being monitored closely to enable completion of scheduled works and meeting recurrent obligations, as well as ensuring surplus funds are invested to generate maximum interest revenue.

Receivables Summary

The Rate Debtor balance at 31 March is $3.015 million (excluding FSPL), which is $0.200 million or 7% higher than this time last year, which is primarily due to the 2.5% increase in rates, and 4% increase in garbage charges. The percentage of rates arrears to rates income is at 11.3% which is consistent with, however higher, than the prior year (10.0 % at 31 March 2016).

Those ratepayers who failed to pay, or make contact with Council as a result of the reminder letter issued during March, have been forwarded on for additional debt collection action in accordance with Council’s Debt Collection Policy.

The Other Debtors balance totals $374,376, which is consistent with however, is slightly lower than this time last year.

Operating and Cash Flow Budget Amounts

Council’s budget forecast for 2016/2017 has been divided into monthly amounts. Whilst every attempt is made to accurately predict when income and expenditure will occur and phase budgets appropriately, Council should make allowances for ‘ups and downs’ in these monthly allocations throughout the year. This is especially true for receipt of non-recurrent Government grants and completion of capital and large maintenance works which can be planned but not proceed due to weather.

The monthly YTD operating budget forecast amounts should be used to indicate budget position rather than an absolute result for each month.


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CONCLUSION:

The result to the end of March does not highlight any issues for concern or unforeseen variances. Debtor balances will continue to be monitored with debt collection action to be undertaken in accordance with Council’s Debt Collection Policy.

Surplus funds have been invested to ensure interest earnings are maximised, and cash flows are to be monitored closely.

ATTACHMENTS:

1. March 2017 Financial Report

RECOMMENDATION:

That Council note the attached March 2017 Financial Report showing progress against the budget forecast as presented.


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3.4.3 PROCUREMENT POLICY

Author: Procurement Manager



SUMMARY/PURPOSE:

As a requirement of S186 of the Local Government Act, Council must review its Procurement Policy at least once per financial year. Councils Procurement Policy has been updated and presented for Council review.

POLICY CONTEXT:

Council Plan Reference: Organisational processes and systems

Council Policy Reference: Procurement Policy

REPORT:

Section 186 of the Local Government Act requires Council to review its Procurement Policy at least once every financial year. The Procurement Policy has been reviewed and updated to meet the needs of a modern organisation. This updated Policy is has been developed into the “standard” format as developed by MAV Procurement.

Changes made -

Clause 11.4 is a new clause added and reads –

11.4 Panel Contracts

In some cases panel of contractors will be appointed, usually on an “annual supply” or two (2) year basis.

The standard documentation specifies that these contractors will not be guaranteed any work but that they may be called on at any time to supply services, goods or works. In these cases, the contractors may be engaged by:

• Using the schedule of rates submitted in their tender, or

• requesting quotations

Panels have advantages in that:

• any expenditure with the contractor will comply with the legislative requirements

• a formal contract is in place

• contractors can be called upon at short notice


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Once a panel is established, care should be taken in relation to the engagement of the contractors on the panel. Some aspects to consider are:

• which panel member can best provide the service

• if all members of the panel are offering a similar service, the contractor offering the lowest price may be the best option;

• avoiding situations where, over the contract term, one or two members of the panel are allocated the majority of the work.

Reference should also be made to Appendix 2, Panel Contract Thresholds.

Exemptions to Appendix 2 must be forwarded to the Procurement Manager who will obtain General Manager & CEO approval before any purchase is made. Refer appendix 1


Not applicable in this instance. The Policy was developed and is maintained in-house, without the requirement for community consultation.

The updated policy has been available to staff for review and comment since February 21st, 2017 with suggested amendments and clarifications to be advised by March 21st, 2017. All staff have had time to review the policy and no amendments or clarification have been sought.


No impact on Council’s resources.

CONCLUSION:

Council Officers have reviewed the Procurement Policy and consider that it meets all current requirements and standards, whilst being easy to use in its practical implementation.

ATTACHMENTS:

1. Updated Procurement Policy

OFFICER’S CONCLUSION:

That Council adopt the revised Procurement Policy.

Ordinary Council Meeting – 26 th April, 2017

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4. MINUTES FOR ADOPTION/NOTING - Nil

5. DOCUMENTS FOR SEALING – CONFIRMATION

5.1 Instrument of Delegation - CGSC and Energy Breakthrough Management Committee

5.2 Lease Agreement - Department of Environment, Land, Water and Planning, CGSC and

Maryborough Men’s Shed Victoria Inc.

Lease Agreement – 42A Newton Street, Maryborough, Section 17D Crown Land (Reserve) Act 1978

5.3 Contract G1155-2017 - CGSC and Avard Civil Pty Ltd

Nolan Street Maryborough – Replacement of Footpath, New Kerb and Drainage

Recommendation

That Council endorse the above documents be signed and sealed by Council.

6. QUESTION TIME

7. URGENT BUSINESS OTHERWISE NOT STATED

8. NOTICE OF MOTION

9. IN-COMMITTEE CLOSURE