ordinary council meeting...2016/03/08 · held on 23 february 2016 (copy previously circulated)....

HOBSONS BAY CITY COUNCIL Ordinary Council Meeting Minutes 8 March 2016

Ordinary Council Meeting Minutes Tuesday 8 March 2016

HOBSONS BAY CITY COUNCIL Ordinary Council Meeting Minutes 8 March 2016

THE COUNCIL’S MISSION

Working with our community to plan, deliver and advocate for the services and infrastructure that will achieve a healthy, connected and sustainable future in Hobsons Bay.

OUR VALUES

Honesty

Trust

Integrity

Collaboration

Respect

Accountability

Council acknowledges the people of Yalukit Willam of the Boon Wurrung Country that makes up the Greater Kulin Nation as the traditional owner of these municipal lands.

Chairperson:

Cr Peter Hemphill (Mayor) Strand Ward

Councillors:

Cr Sandra Wilson Cherry Lake Ward

Cr Angela Altair Strand Ward

Cr Paul Morgan Strand Ward

Cr Jason Price Cherry Lake Ward

Cr Colleen Gates Wetlands Ward

Cr Carl Marsich Wetlands Ward

Chris Eddy Chief Executive Officer Hobsons Bay City Council

HOBSONS BAY CITY COUNCIL Ordinary Council Meeting Agenda 8 March 2016

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CONTENTS

1 Council Welcome ............................................................................................................ 3

2 Apologies ........................................................................................................................ 3

3 Disclosure of Interests ................................................................................................... 3

4 Minutes Confirmation ..................................................................................................... 3

4.1 Ordinary Council Meeting .................................................................................. 3

5 Councillors’ Questions .................................................................................................. 4

6 Public Question Time ..................................................................................................... 6

7 Petitions/Joint Letters .................................................................................................... 6

8 Business .......................................................................................................................... 7

8.1 Community Wellbeing ........................................................................................ 7

8.1.1 Williamstown Library Cafe Proposed Liquor Licence ............................................ 7

8.2 Corporate Services ............................................................................................. 9

8.2.1 Election Period Policy ........................................................................................... 9

8.2.2 Microsoft Enterprise Agreement ......................................................................... 11

8.2.3 Audit Committee Update – February 2016 .......................................................... 13

8.3 Infrastructure and City Services ...................................................................... 15

8.3.1 JT Gray Reserve, Williamstown North – Capital Works Consideration ............... 15

8.4 Strategic Development ..................................................................................... 20

8.4.1 Advocacy Strategy 2014-18 Progress Report ..................................................... 20

8.4.2 Environmental Upgrade Agreements (EUA) ....................................................... 22

8.4.3 Major Hazard Facilities Advisory Committee Submission .................................. 26

8.4.4 Mid Year Council Plan and Local Government Performance Reporting Framework (LGPRF) Indicators Progress Report ............................................... 28

9 Supplementary Public Question Time ........................................................................ 30

10 Urgent and Other Business ......................................................................................... 30

10.1 Condolence – Mr Graeme John (Dick) Murdoch OAM ................................... 30

HOBSONS BAY CITY COUNCIL Ordinary Council Meeting Agenda 8 March 2016

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Minutes of the Council Meeting Held on Tuesday 8 March 2016 at 7.00pm in the Council Chamber, Hobsons Bay Civic Centre, 115 Civic Parade, Altona.

PRESENT

CHAIRPERSON:

Cr Peter Hemphill (Mayor) Strand Ward

COUNCILLORS:

Cr Sandra Wilson Cherry Lake Ward

Cr Jason Price Cherry Lake Ward

Cr Angela Altair Strand Ward

Cr Paul Morgan Strand Ward

Cr Carl Marsich Wetlands Ward

OFFICERS

Mr C Eddy Chief Executive Officer

Ms T Rose Director Corporate Services

Mr B Millard Director Strategic Development

Ms S Clarke Director Infrastructure and City Services

Mr P Hunt Director Community Wellbeing

Mr S Zelez Manager Communications and Community Relations

Ms M Simkin Governance Co-ordinator/Minute Secretary

Hobsons Bay City Council 8 March 2016 Ordinary Council Meeting Minutes

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1 Council Welcome The Chairperson welcomed members of the gallery and acknowledged the people of the Kulin Nation as the traditional owners of this land.

2 Apologies

Motion

Moved Cr Paul Morgan, seconded Cr Carl Marsich that an apology be received and accepted on behalf of Cr Colleen Gates.

Carried

3 Disclosure of Interests In accordance with Sections 77A, 77B, 78 and 79 of the Local Government Act 1989 Councillors are required to disclose a "conflict of interest" in a decision if they would receive, or could be reasonably perceived as receiving a direct or indirect financial or non-financial benefit or detriment (other than as a voter, resident or ratepayer) from the decision.

In accordance with Section 79B of the Local Government Act 1989 Councillors who consider that they have a personal interest that is in conflict with their public duty in relation to a matter may, if they do not have a conflict of interest as described above, apply to Council to be exempted from voting on the matter.

Disclosure must occur immediately before the matter is considered or discussed.

Nil.

4 Minutes Confirmation

4.1 Ordinary Council Meeting Confirmation of the minutes of the Ordinary Council meeting of the Hobsons Bay City Council held on 23 February 2016 (copy previously circulated).

Moved Cr Carl Marsich, seconded Cr Jason Price:

That the minutes of the Ordinary Council Meeting of the Hobsons Bay City Council held on 23 February 2016, be confirmed.

Carried


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5 Councillors’ Questions Cr Sandra Wilson referred to previous correspondence with the Minister for Transport regarding resumption of services on the Altona loop, and asked if any further feedback had been received from that correspondence? Cr Wilson also noted that the last meeting with the Minister was 12 months ago, and the Altona Loop Group forum was held last October, and suggested that it may be appropriate to write to the Minister for Transport again requesting an update on this issue.

The Chief Executive Officer advised that no recent advice has been received regarding the resumption of services on the Altona Loop and agreed that it is timely to write to the Minister again. The CEO will be meeting with an advisor to the Minister in the near future and will take the opportunity to make further enquires.

Cr Sandra Wilson requested an update on the Kororoit Creek Road level crossing removal at Williamstown North.

Sherry Clarke, Director Infrastructure and City Services advised that some investigative work is being undertaken at the Kororoit Creek Road crossing by the level crossing authority team to determine the location of underground services and to consider geotechnical issues. The intention of the Level Crossing Authority is to proceed on the basis of a design and construct tender, which is expected to be issued in July 2016. Council has been requested to provide comments on a range of technical documents in preparation for the tender, and will strongly advocate for signalisation at the intersection of Kororoit Creek Road and Racecourse Road and will be providing input on a number of other matters. The Level Crossing Authority will be convening a further consultative meeting in the near future.

Cr Wilson noted that Council has prepared draft principles for all three crossings and that the consultation period closed on 28 February, and asked if the draft principles will come back to Council for consideration?

Ms Clarke confirmed that a report will come back to Council. There has been extensive community feedback in relation to all three proposed sites, and as a result some modifications to the draft principles are being suggested.

Cr Paul Morgan advised of complaints that trucks entering and leaving the former Port Phillip Woollen Mills site are using Nelson Place and Cecil Street, rather than travelling along Hanmer Street as required. Cr Morgan requested that the matter be investigated to determine whether the planning permit is being breached, and if this is the case that steps be taken to rectify the situation.

Bill Millard, Director Strategic Development, took the question on notice and agreed to follow up the matter.

Cr Angela Altair raised ongoing concerns about the graffiti on the signal box at the Giffard Street level crossing.

Sherry Clarke, Director Infrastructure and City Services, advised that she will follow up the matter.

Cr Angela Altair explained that Council has been working with a local resident to improve signage along the Esplanade at Cyril Curtain Reserve, near the Williamstown tennis courts. Council was going to introduce different signage, install rumble strips and remove the VMS sign. Cr Altair requested an update on these proposed works. Cr Altair also advised that a bush over the path is reducing the visibility of oncoming cyclists and requested that it be trimmed back.


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Sherry Clarke, Director Infrastructure and City Services, advised that Council is focussing on four sites, particularly in relation to dog off leash areas – Doug Grant Reserve, P A Burns Reserve, Cyril Curtain Reserve and the bay trail in the vicinity of Groome Court, Altona Meadows. The trails are popular for mixed use activities of cyclists, walkers and dog walkers which require a suite of signage to guide behaviour. Council has developed standard signage for all sites, and interested residents and bicycle user groups have provided feedback. Information stalls will be held at all four sites about the planned arrangements in the next few weeks. Once consensus is reached the signage will be installed. Consistent messages and community support will result in a better outcome for the community.

Ms Clarke agreed to follow up the request regarding the overgrown bush.

Cr Angela Altair received an enquiry from the Gellibrand Cricket Club regarding the pipeline under the cricket nets. The club has been informed that the nets need to be removed which conflicts with the master plan for the site. The club is concerned that it will not have practice nets in place for next season. Cr Altair asked if the situation can be clarified with club members?

Sherry Clarke, Director Infrastructure and City Services, advised that Council has been working extensively with the club regarding this matter. Due to legislative changes in relation to its proximity to a hazard facility, Mobil has requested removal of the nets sitting over the pipeline as a precautionary and risk management measure. In April Council will remove the cricket nets and the shed, and will work with the club toward finding an alternate location for the nets. It is intended that the nets will be relocated to resume training for next season.

Cr Carl Marsich noted that the Chief Executive Officer may be meeting with the Chief Executive Officer of VicRoads shortly to discuss a number of issues, and asked when that meeting is likely to be?

The Chief Executive Officer advised that he will be meeting with John Merritt, CEO of VicRoads, on 1 April 2016. Officers are currently preparing material to be presented at the meeting.

Cr Jason Price requested an update on the works at Altona Road, and particularly whether the works are ensuring the safety of cyclists in the area?

Sherry Clarke, Director Infrastructure and City Services, advised that the project is proceeding on time. While there had been some confusion regarding the path for cyclists, additional signage has been installed to ensure cyclists follow the correct path.


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6 Public Question Time D Pettet Williamstown 3016

Q. Barnestoneworth United Junior Football Club (BUJFC) are in desperate need of additional storage for the season with equipment stored currently at JK Grant, JT Gray, Kennards Storage, Jims storage and several members homes. Please could the Council consider as an urgent interim measure (at no cost to Council) allowing BUJFC to source an additional sea container to be positioned alongside the current OR a 40' container to replace current smaller container?

A. Council acknowledges that the storage space within J T Gray Reserve is inadequate for the winter soccer needs, specifically Barnestoneworth United Junior Football Club (Soccer). Council’s preference is to address storage issues through alternative solutions rather than locating new shipping containers on site. For the upcoming winter season (commencing in April), portable buildings will be hired in to service the winter soccer clubs based at JT Gray Reserve. There is an option to address the storage needs within the portables to be located on site. Officers will work with the Club to determine specific requirements.

7 Petitions/Joint Letters Nil.


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8 Business

8.1 Community Wellbeing

8.1.1 Williamstown Library Cafe Proposed Liquor Licence Directorate: Community Wellbeing

Purpose

To approve a limited liquor licence for the Williamstown Library Cafe.

Motion

Moved Cr Angela Altair, seconded Cr Paul Morgan:

That Council approve the inclusion of a limited cafe or restaurant liquor licence in the lease offer for the Williamtown Library Cafe.

Carried

Report Summary

The Williamtown Library cafe has been vacant since November 2015. A cafe operator has offered an expression of interest to operate the cafe under a commercial arrangement. They seek to offer alcohol under a limited licence which would add to the viability and general appeal of the cafe offer.

Background

The cafe at Williamstown Library opened in November 2013, under the umbrella of Yooralla’s UCan Cafe initiative, which supported a model of employment providing opportunities for people living with disabilities to be trained and enter the workforce. Changes in priorities at Yooralla meant that cafe operations were no longer considered core business. Altona North Library Cafe closed in July 2014 and Williamstown Library Cafe ceased operations in November 2015.

Council is currently seeking to commercially lease the Williamstown Library Cafe site. The realtors involved with the Williamstown Library Cafe commercial lease, have had an expression of interest from a service operator who wishes to enter into a business arrangement with Council, if a limited liquor licence is granted to augment and extend the appeal of the cafe offer. Council is currently losing valuable income from the Williamstown cafe site, and the facility is currently not being utilised as intended.

Discussion

Council is trying to attract business into Hobsons Bay and to provide opportunities for economic development that both support entrepreneurial activity as well as the provision of amenity for residents and visitors to Hobsons Bay. Granting of a limited liquor licence would add amenity to the Williamstown Library and Town Hall precinct. It would offer opportunities for people to extend their stay at the facilities before and/or after Library and Town Hall events and also add to the convivial environment of the cafe offer, particularly in pleasant weather. It will increase the number of people in the Williamstown Library surrounds, increasing the sense of activity and ‘buzz’ around the Library.


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A cafe licence is a limited licence which only allows alcohol to be served when food is also served. It precludes overtly late night operations and only “Restaurants and cafes whose predominant activity, at all times, is the preparation and serving of meals for consumption on the premises” can apply for such a licence to the Victorian Commission for Gaming and Liquor Regulation (VCGLR). The Commission limits hours of ordinary trading for cafe and restaurant licensed premises to:

7am to 11pm, Monday to Saturday (excluding ANZAC Day and Good Friday) 10am to 11pm on Sunday 12 noon to 11pm, ANZAC Day and Good Friday*.

The lease to be offered will control the hours of serving alcohol much more tightly than that available under the VGRL limits. The lease offering will stipulate opening hours commensurate with the surrounding offer including the shopping and neighbourhood amenity, as well in consideration of the adjacent residential precinct. Council officers recommend that lunch time and evening windows be nominated serving alcohol:

12pm to 3pm at lunch time 5pm to 10pm in the evening up to seven days per week.


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8.2 Corporate Services

8.2.1 Election Period Policy Directorate: Corporate Services Appendix: 1 1st Pink

Purpose

To adopt an Election Period Policy for the 2016 Council elections, in support of compliance with the Local Government Act 1989 and the application of good governance principles.

Motion

Moved Cr Paul Morgan, seconded Cr Sandra Wilson:

That Council:

1. Revoke the Caretaker Policy dated 24 April 2012.

2. Adopt the Election Period Policy for the 2016 election of Councillors.

3. Note that the Election Period Policy will apply from 21 September 2016 until 6pm on Election Day (22 October 2016), inclusive.

Carried

Report Summary

The purpose of this Election Period Policy (the policy) is to ensure that the ordinary business of local government by the Hobsons Bay City Council continues throughout the election period in a responsible and transparent manner, and in accordance with statutory requirements and established ‘caretaker’ conventions. Caretaker provisions are intended to assure the community that Councils and Councillors will not use public resources in election campaigning or make major policy decisions that may bind the incoming Council.

Background

Section 93B of the Local Government Act 1989 (the Act) requires Council to prepare, adopt and maintain an election period policy in relation to procedures to be applied by Council during the election period for a general election.

In 2016, the election period will apply from 21 September 2016 until 6pm on Election Day, 22 October 2016.

Discussion

The policy will apply during the election period to cover:

decisions that are made by Council, a special committee or a person acting under delegation by Council

any material that is published by Council or on Council’s behalf public consultation activities scheduling, attendance and participation in functions and events the use of Council resources access to Council information media services issues.


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The adoption of the policy, referenced within the Councillor Code of Conduct as the Caretaker Policy, further supports compliance with the Local Government Act 1989 and is a key good governance initiative in the lead up to the election. The proposed policy is provided as an appendix to this report.


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8.2.2 Microsoft Enterprise Agreement Directorate: Corporate Services

Purpose

To approve the execution of contract number 2016.18 to deliver Microsoft software and associated services.

Motion

Moved Cr Angela Altair, seconded Cr Jason Price:

That Council award Contract No. 2016.18 for Supply of Microsoft software and associated services to Staples Australia Pty Limited with an estimated amount of $690,000 (excluding GST) for a period of thirty six months (36) commencing 1 April 2016.

Carried

Report Summary

The current three (3) year Microsoft Enterprise Agreement for the licensing of software used across Council is supplied by Data#3 Ltd and will expire on 1 April 2016. A new three year contract must be signed to allow Council continued access to enterprise ICT systems to enable the delivery of essential public services.

Council’s current expenditure on Microsoft licensing averages approximately $230K per year, taking into account any movements in the needs of the organisation. It is forecast to remain stable with a new Microsoft Enterprise Agreement costing approximately $230K per year or $690K for the life a typical three (3) year contract.

The appointment of Staples Australia Pty Limited is for a period of three years, commencing 1 April 2016.

Background

To meet Council’s Information, Communication, and Technology (ICT) requirements and procurement obligations, a new three year contract to deliver Microsoft software and associated services must be signed to ensure the Council remains under contract and compliant with section 186 of the Local Government Act 1989.

Council engaged the Municipal Association of Victoria (MAV) to act as its agent to appoint a panel of preferred Microsoft Licensing Solution Partners (LSPs) to deliver Microsoft software and associated services to the Whole of Victorian Local Government (WoLG) sector. A total of seventy seven (77) Councils and two (2) library corporations were represented in this tender process.

In the pursuit of Best Value solutions, Council conducted a thorough evaluation of the preferred suppliers listed on this MAV contract. Council’s Tender Evaluation Panel concluded that Staples Australia Pty Ltd demonstrated best value to the Council and Community.


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Discussion

This contract is necessary for Council to continue to gain access to Microsoft’s enterprise software suite. Every ICT system utilised by Council (including the data centre, desktop PCs, VoIP phone system, Office applications and Email) requires some or all components of the Microsoft software suite.

The contract also facilitates access to competitive pricing for all other Microsoft software, Microsoft’s Government Open Licence Program (e.g. discounted pricing on academic licences for Library PCs and the Home Use Program for staff), software upgrade rights, and associated software services that include consulting, training, and ongoing support.

There are no viable alternatives to Microsoft’s enterprise licensing agreement within the market place that can meet the broad ICT needs of local government.


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8.2.3 Audit Committee Update – February 2016 Directorate: Corporate Services Appendix: 2 1st Green

Purpose

To update Council on issues considered at the Audit Committee meeting held on 10 February 2016.

Motion

Moved Cr Paul Morgan, seconded Cr Sandra Wilson:

That Council note the issues considered by the Audit Committee at its meeting held on 10 February 2016.

Carried

Report Summary

This report provides an update of the Audit Committee meeting held on 10 February 2016, to ensure that Council is informed on the activities of the Audit Committee. It provides Council with an opportunity to explore any issues that have been considered.

Background

Council’s Audit Committee is an advisory committee of Council, appointed under section 139 of the Local Government Act 1989. The committee comprises of three independent members and three Councillors. The chair is an independent member, who has the casting vote, whilst the Mayor and Chief Executive Officer are non-voting members.

The committee meets at a minimum, quarterly throughout the year and has a Terms of Reference that addresses responsibilities including risk management, control frameworks, external accountability, legislative compliance and internal and external audits.

Discussion

The February 2016 agenda addressed a number of items as follows:

the Chief Executive Officer’s update, including the ‘Fair Go Rates’ legislation which has now been introduced by the State Government and information on Council Elections including the election date of Saturday 22 October 2016

outstanding audit recommendations

audit strategy for year ending 30 June 2016 presented by RSM Bird Cameron, External Auditor summarising the audit risks relating to the financial report outlined in the strategy

internal audit program update, updating the committee on the progress of the internal audits for 2015-16 and inform the committee on recent reports and publications

internal Audit Program MAP’s in relation to the 2015-16 program prepared by Council’s internal auditors Crow Horwath


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internal Audit Program – Completed Reports on Parks Playground Maintenance and Fraud Management

risk management update, highlighting the 26 risk register workshops conducted and a further 5 Business Continuity Planning workshops scheduled

quarterly financial report for the period ended 31 December 2015, prior to presentation to Council

cash and investment balances

The next Audit Committee meeting is scheduled in May 2016.


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8.3 Infrastructure and City Services

8.3.1 JT Gray Reserve, Williamstown North – Capital Works Consideration

Directorate: Infrastructure and City Services Appendix: 3 1st Yellow

Purpose

To outline relevant issues relating to the proposed development of a new sports pavilion at JT Gray Reserve, Williamstown North.

Motion

Moved Cr Paul Morgan, seconded Cr Angela Altair:

That Council:

1. Develop and submit an application in August 2016 to the Department of Health and Human Services, for a funding grant of $0.650m from the Sports Infrastructure Fund towards the building of a sports pavilion at JT Gray Reserve.

2. Note that the funding application will require a concept design at a cost of $0.125m to be funded $0.075m in 2015-16 and $0.050m in 2016-17.

3. Note that a further amount of $150k is referred to the 2016-17 financial year to complete the detailed design of the pavilion.

4. Note a draft capital contributions policy will be prepared for Council’s consideration in July 2016 to guide facility user contribution levels.

5. Note that other potential sources of income to support the project will be sought.

6. Note that discussions will commence with the appropriate community reference group to review and refine the pavilion project scope prior to the submission of the funding application.

Carried

Report Summary

Strategic recreation planning undertaken across the municipality identifies a new sports pavilion at JT Gray Reserve as a high priority. The rationale includes:

current demand as it is the most heavily used reserve for formal sport in Hobsons Bay

the current condition and function of the existing facilities and the requirement to hire portables to supplement existing capacity

identification of soccer as a high priority for investment in the Council’s Sport and Recreation Strategy

supporting the inclusiveness of tenant clubs which promote culturally and linguistically diverse (CALD) and accessible programs which in turn aligns to Council’s recreation strategy priorities


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the opportunity to leverage the previously completed base infrastructure including sportsgrounds and floodlighting

completion of an endorsed master plan developed in consultation with user groups and residents.

This report proposes that discussions be undertaken with the appropriate community reference group to develop a project scope for a new pavilion prior to the submission of a funding application to the state government in August 2016.

Background

Within the municipality there are 31 sports pavilions supporting field sports, including AFL, soccer, cricket, rugby, athletics and lacrosse. In the past five years seven pavilions have been redeveloped to an adequate or high standard: Bryan Martyn Oval (2010-11), Williamstown Cricket Ground (2011-12), KC White Reserve (2012-13), Loft Reserve (2014-15), Newport Park Athletics Track (2014-15), Comben Reserve (2015-16) and JK Grant Reserve (2015-16 – 2016-17). Some works have also been undertaken on Jackson Pavilion at Laverton Park (2009-10 and updates in 2015-16), Langshaw Reserve (2010-11) and Croft Reserve (2010-11).

Recent sport and recreation planning and community engagement has identified five pavilions as candidate projects for upgrade and/or replacement. Projects identified for Council’s consideration include pavilions in the following reserves: JT Gray, Digman, Croft, Kim, Laverton Park and Fearon.

In prioritising these projects consideration has been given to their strategic context within the municipality, informed by data such as demographics, participant numbers and usage as well as the strategic direction outlined in the Sport and Recreation Strategy. Secondly, consideration has then been given to the age and condition of facilities to determine what level of upgrade is required. (Appendix C)

Digman Reserve is currently being master planned and Croft Reserve is recommended for master planning in 2016-17. This master plan process is recommended to ensure that as each reserve is developed it is completed in an orderly manner, in stages, over a number of years. In any given reserve this is more likely to result in proper arrangement of the sporting fields, pavilions, access, car parking and associated open space enhancements ensuring that value for money is achieved.

Currently Laverton Park has a number of pavilions providing for AFL, cricket, soccer, tennis and lawn bowls, although it has been identified that further investigation is required to determine if these facilities require upgrade.

The pavilions at Fearon, Kim and McClean Reserves have been identified for consideration in the future program after completion of the existing identified priorities.

JT Gray Master Plan

The development of the JT Gray master plan commenced in 2011 and was progressively developed up to its adoption in 2013 (Appendix A).

On 12 February 2013, Council endorsed the JT Gray Reserve Master Plan (2012-2021) (Appendix B) and resolved the following:

“Moved Cr Peter Hemphill, seconded Cr Paul Morgan, that the Council approve the J. T. Gray Reserve Master Plan 2012-22 for implementation, acknowledging the priority of realignment of the Kororoit Creek Shared Trail and support the


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allocation of funds for consideration in the draft Five Year Capital Works Program to complete these works.”

The final JT Gray Reserve Master Plan (2012-2021) Report endorsed by Council included a Pavilion Concept Plan and stated the following regarding this concept:

“This Report includes a concept building plan based on identified needs, however, a design development process will be undertaken prior to any new pavilion being considered for the reserve, and such a process will further test the need for specific spaces, their spatial areas, their usage and management, and their configuration within an overall building footprint.”

As noted above, refinement of the master plan pavilion concept is required to achieve a more realistic and more economical design. It would be proposed that discussions commence with the tenant clubs and other stakeholders to refine the master plan pavilion concept into one that aligns with state sporting facility minimum guideline requirements.

Other works detailed in the master plan include sports grounds, a pavilion, carpark and associated hardstand and landscaping. Subsequent consultation with the user groups indicated a preference for the works to the sportsground to be prioritised over the development of the pavilion. On this basis over the past two years priority elements have been implemented progressively in accordance with the master plan, specifically the redevelopment of the sportsgrounds. These works include the removal of fencing to create a new soccer pitch, a new automated irrigation system, a cricket turf wicket table, installation of enhanced sportsground lighting and the realignment of the Coastal Trail outside the reserve.

Now the sportsground works are substantially complete, the next stage is the scoping of a new centralised sports pavilion and associated external works. The completion of these works would represent the completion of the master plan implementation.

Discussion

In supporting an upgraded pavilion it is noted that JT Gray Reserve is the most heavily used reserve for formal sport in Hobsons Bay. It would be intended that the proposed pavilion will replace the existing sports pavilion and social facility.

The 2014 Sport and Recreation Strategy and the draft Open Space Strategy identify JT Gray Reserve as a regional sport and recreation asset for the Hobsons Bay community, specifically for seasonal soccer and cricket. The reserve also functions as an open space asset for the local community in Williamstown North.

Current Reserve Facilities

The existing buildings are over 30 years old, in poor condition and do not properly accommodate the existing functional requirements. The functions are currently accommodated across two separate buildings and seasonally hired portable buildings. The existing social facility comprises two conjoined portable buildings which are in a poor condition.

It is considered more economical to establish a new sports pavilion in a new location than redevelop the existing facilities.

During the winter season Council provides an additional five portable change and toilet facilities as the current facilities do not cater for these needs. The tenant soccer clubs also have permission for two shipping containers to remain on site as storage is inadequate.


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Current Reserve Utilisation

JT Gray Reserve is home to five tenant sporting clubs with a combined membership of approximately 900, making JT Gray Reserve the most heavily used reserve for formal sport in Hobsons Bay.

These clubs include the Barnstoneworth United Junior Soccer Club (BUJSC), Barnstoneworth United Senior Soccer Club (BUSSC) and Williamstown Soccer Club (WSC) in winter and the St Johns Williamstown Cricket Club (SJCC) and Williamstown Congs Cricket Club in summer (WCCC).

A number of other cricket clubs also use the reserve for junior and lower grade senior matches, and some local schools conduct sports days at the reserve. The availability of timeslots to host additional cricket matches in the summer season is poor.

Soccer and cricket are two of the most popular club based sports in Hobsons Bay and 48 per cent of all soccer participation in Hobsons Bay occurs at JT Gray Reserve.

Local Demand

From 2012 to 2015, overall participation in sporting activities (soccer and cricket) at JT Gray Reserve has increased by 38.9 per cent. Within this increase, junior participation (4 to 18yo) has increased by 50.1 per cent and female participation has increased by 54.4 per cent. Additional information is available. (Appendix D) Encouraging Universal Participation

Almost half of all soccer activity in Hobsons Bay occurs at JT Gray Reserve and 14 per cent of all soccer participants at JT Gray are female, the highest of any soccer, football or cricket club in Hobsons Bay.

Soccer clubs have had to adapt their operations to encourage female participation in the absence of dedicated facilities. To facilitate the clubs at JT Gray Reserve, Council has provided portable facilities for the past four years to enable female membership to increase and establish. The portables are far from ideal, however have served a purpose as an interim measure but are not appropriate as a long term solution. The proposed pavilion will provide for long term needs of all clubs including the provision of unisex facilities to support female participation.

Functional Requirements

The JT Gray Reserve is classified as a “regional” level facility for soccer and cricket due to the existing participation levels and facilities.

In determining the size of a “future regional” pavilion the Sport and Recreation Strategy references state sporting facility guidelines as a minimum requirement. These include the guidelines for a regional facility as outlined by the Football Federation of Victoria and the Australian Football League.

In addition to these minimum guidelines, consideration would need to be given to industry standards, universal design principles and the trend towards multipurpose shared facilities rather than dedicated spaces, ‘owned’ by specific clubs.

Based on the building code and the above guidelines, the design brief would allow for a building footprint of approximately 710sqm. The development would include:

four sets of change rooms to cater for home and away teams


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two multipurpose community spaces

associated facilities

external works

carpark

The specifics of the footprint and scope will need to be reviewed through an appropriate reference group before a funding application is submitted. External Funding Opportunity

The budget does not currently reflect any allowance for external income. The project would be eligible under the Department of Health and Human Services, Community Sports Infrastructure Fund (Major Facilities Category).

If the application was successful this would reduce the call on Council funding and allow these funds to be allocated to other priorities.

Council can apply for a maximum of $650,000 under this program. This is the only State Government funding program currently available for this type of project. The next funding round under this program is for the 2017-18 financial year.

The application requires the preparation of a concept design including detailed schematic plans, a quantity surveyor cost estimate, an environmentally sustainable design report, an access audit and a facility management plan.

Council would be notified if successful in March 2017. Council cannot use grant funds to complete the detailed design (next stage after concept design) so funds will need to be provided in 2016-17 for this purpose. Construction would be commenced in 2017-18 and be completed in 2018-19.

It would be anticipated that the tenant clubs would make a financial contribution to the project. A draft Capital Contribution policy will be prepared for Council consideration in July 2016 to guide facility user contribution levels for this and other facilities. Other sources of funding will continue to be sought.


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8.4 Strategic Development

8.4.1 Advocacy Strategy 2014-18 Progress Report Directorate: Strategic Development Appendix: 4 1st Blue

Purpose

To update Council on the key advocacy initiatives undertaken in the past 12 months in relation to the priority areas within the Advocacy Strategy 2014-18.

Motion

Moved Cr Sandra Wilson, seconded Cr Angela Altair:

That Council:

1. Note the actions undertaken to date in response to the Advocacy Strategy 2014-18.

2. Note a review of the Advocacy Strategy has been undertaken.

Carried

Report Summary

The Advocacy Strategy 2014-18 has completed its second year of implementation. During the last 12 months Council has continued to use this strategy to guide advocacy efforts, aligning them with the 13 priority areas included within the plan. Advocacy has involved activities such as meetings with politicians, key agencies and government organisations, submissions, letters and strengthened partnerships. Council will continue to advocate and monitor the issues of importance as identified by the community.

Background

In February 2014 Council endorsed the Advocacy Strategy 2014-18. The advocacy strategy, a first for Hobsons Bay, demonstrates Council’s commitment to strong civic leadership, advocacy and good governance for the benefit of the community. It demonstrates Council’s desire for the organisation to be strategically focused, innovative, proactive and committed to improvement. The Advocacy Strategy 2014-18 identifies 13 priority areas for action. These priority areas align with the vision and feedback from community and stakeholders sought through the development of the Community Health and Wellbeing Plan 2013-17. They include: 1. affordable housing 2. integrated transport 3. health services 4. mental health services for young people 5. employment and economic development 6. provision of education and teaching facilities 7. managing urban consolidation 8. climate change and environmental sustainability 9. major hazard facility planning 10. landfill, waste and resource recovery


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11. integrated water management 12. a third pass assessment of Port Phillip Bay 13. sustainable design provisions in planning schemes

Discussion

The Advocacy Strategy 2014-18 has completed its second year of implementation, as such a midterm evaluation and review was conducted indicating that the plan is still relevant and on track. As indicated in the progress report attached, over the past 12 months, Council has seen some positive changes including the establishment of the state Major Hazard Facility Advisory Committee which will consider land use planning around facilities, the announcement to remove level railway crossings, including Aviation Road, Laverton and Kororoit Creek Road, and North Williamstown, the opening of CoHealth at Laverton Hub increasing access to health services, and the establishment of the Laverton Children and Youth Area Partnership Working Group. This year has also seen the cessation of the East West Link project and the announcement of the Western Distributor. Some key pieces of work that Council has been working on to support future advocacy include the development of the draft Affordable Housing Policy Statement, the development of the Mental Health and Wellbeing Scoping Paper, and the implementation of the Economic Development Strategy. A key part of the implementation of the Economic Development Strategy has seen Council working hard over the past year to build relationships with businesses in the municipality, meeting with businesses to understand any issues they are faced with as well as future opportunities. To support this work, Council also held a successful Business Breakfast in April 2015 and the 2015 Business Excellence Awards. Council will continue to advocate for the needs of community members. Key pieces of work that will support this in the coming 12 months includes the finalisation of the Integrated Transport Plan, exploration of opportunities for a western region affordable housing position, implementation of the Mental Health and Wellbeing Scoping Paper recommendations, and supporting the Victorian Government and stakeholders in the review of land use planning around Major Hazard Facilities.

In addition, over the next 12 months, Council will be engaging with the community to support the development of the community vision, Hobsons Bay 2030. Feedback from this consultation will be used to develop the plan and ensure that Council is working towards creating and advocating for a liveable city for all.


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8.4.2 Environmental Upgrade Agreements (EUA) Directorate: Strategic Development, Corporate Services Appendix: 5 2nd Pink

Purpose

To provide an overview on the proposed establishment of a two year trial of an Environmental Upgrade Agreement service to provide local businesses with opportunities to reduce their costs through energy efficiency projects.

Motion

Moved Cr Angela Altair, seconded Cr Paul Morgan:

That Council:

1. Endorse the establishment of a two year trial of an Environmental Upgrade Agreement service to provide local businesses with opportunities to reduce their costs through energy efficiency projects.

2. Delegate the Chief Executive Officer the power to enter into Environmental Upgrade Agreements and declare and levy an environmental upgrade charge.

Carried

Report Summary

An Environmental Upgrade Agreement (EUA) is an agreement between a building owner, a bank and the building owner’s local Council that facilitates a building upgrade to improve energy efficiency. Council’s role is to levy the loan repayment using the Council charge system and remit that payment, if and when received, to the lender. Council is not liable for any unpaid Environmental Upgrade Agreement charges. Council will only be liable to pay the lender once a repayment is collected by Council.

In Hobsons Bay, as is general in Victoria, the majority of commercial property is leased. Many participants in our regional and Council programs would like to implement energy efficiency projects, however, as commercial tenants they are unable to make changes to the building that they lease. There is often no incentive for the landlord to invest in these upgrades as the benefits (e.g. energy savings) are reaped by the tenants. Establishing EUAs will enable projects to occur within these properties as the repayments are allowed to be made by the tenant who reaps the benefits of reduced energy bills. The building owner benefits from improvements to the building, carried out at zero cost, whilst increasing its potential marketability for future tenants. This accelerates building retrofit activity providing an increased supply of more sustainable business premises, with reduced energy and therefore utility costs. The EUAs will incentivise private investment and attract potential government funding in the municipality as well as improve local business profitability.

The benefits that EUAs provide will assist Council to achieve objectives within the Community Greenhouse Strategy 2013-2030 and the Economic Development Strategy 2015-2020. The EAUs are a high priority action in the regional greenhouse strategy, Low Carbon West that Council endorsed in 2014 and is delivered by the Western Alliance for Greenhouse Action (WAGA).


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The ability and requirements for establishing EUAs are outlined in the Local Government Act 1989 (the Act).

Background

Local strategic context

Council is committed to reducing its impact on the environment and helping the community to do the same. The Community Greenhouse Strategy 2013-30, adopted in October 2013, was developed by Council to support the community to reduce its greenhouse gas emissions with the objective of being a zero net emissions community by 2030.

Based on Hobsons Bay’s greenhouse gas emissions baseline from 2012, non-residential buildings and industrial processes account for about 71 per cent of total emissions. Council is currently delivering a suite of programs that assist the community to reduce their emissions. The EAUs will assist in further emission reductions by facilitating access to finance to implement projects such as lighting upgrades and the installation of solar panels.

Council’s Economic Development Strategy 2015-2020 outlines the objectives that will guide Council’s work in supporting the short and long term growth of the local economy. Key themes within the strategy include business support and engagement, investment attraction and facilitation, and sustainability. The EUAs will assist in meeting some of the strategy’s objectives through providing access to capital, building improvements, reduced operating costs and reduced greenhouse gas emissions.

Environmental Upgrade Agreement history

Victoria was the pioneer state to offer EUAs, with the program started in the City of Melbourne in 2011. Legislation was passed in 2015 to allow EUAs to be offered across all municipalities in Victoria.

To date, the Sustainable Melbourne Fund (SMF) has facilitated $12.6 million in energy and water efficiency finance resulting in annual cost savings of $571,000 and abating 6,267 tonnes of carbon.

The Sustainable Melbourne Fund (SMF) – service provider

The SMF designed and implemented the EUA program for the City of Melbourne. They are now the Third Party Administrator (TPA) for the EUA program, engaging actively with the finance and property sectors as a trusted intermediary for building owners. Accordingly, the SMF is now offering to establish EUA programs for local government, act as an intermediary to implement the program on behalf of Council and provide ongoing monitoring and reporting.

Discussion

An introduction to EUAs from SMF including process diagrams, local opportunities and an economic study; frequently asked questions and answers and a case study are provided in the appendix.

What is an EUA?

An EUA is an agreement between a building owner, a bank and the building owner’s municipal Council that facilitates a building upgrade to improve energy efficiency. A loan to the building owner for an upgrade is repaid to the lender via Council. The EUA links the loan to the building rather than the building owner, enabling loan repayments to be made through a property charge, just as rates are paid.


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Unlike other alternative finance options, EUAs allow tenants to contribute financially to the project making it more attractive, and likely, for a landlord to invest in building improvement projects.

What is Council’s role?

Council’s role is to levy the loan repayment using the Council charge system and remit that payment, if and when received, to the lender. The loan and all obligations related to the loan repayment remain between the building owner and the lender.

What are the benefits for Council?

The establishment of EUAs will accelerate building retrofit activity providing an increased supply of more sustainable business premises, with reduced energy and therefore utility costs, within the municipality. By facilitating EUAs for local businesses, Council will expand the potential market for its current and future programs with the potential to increase participation. For example, Council’s Light$mart program and any future programs will become more accessible to tenants.

The establishment of a two year trial of an EUA service will identify that Council is dedicated to its environmental targets, specifically zero net emissions by 2030.

How EUAs are administered

Council would engage a third party administrator (such as SMF) to implement the program on its behalf and provide ongoing monitoring and reporting. An EUA applicant (local building owner) will identify a project (or be approached by their tenant) and apply directly to the TPA (or through Council) for EUA finance. The TPA would review the application for eligibility and the applicant may then secure funding from a financier. The TPA then reviews the project details to ensure that all legislative requirements are met, after which the EUA will be signed by the building owner, the financier and Council’s Chief Executive Officer (CEO).

The building owner will then draw down on allocated funds for the retrofit and make repayments to Council as per an established charge payment schedule. Payment would be received through Council’s rates system and forwarded to the financier once received.

A flow diagram that illustrates this process is attached in the appendix.

Delegation to CEO to sign EUAs

The legislation requires that a Council’s CEO sign EUA contracts on Council’s behalf. Under the Act, in Division 2A of Part 8, item 181H Delegation to CEO states:

(1) A Council may, by instrument of delegation, delegate to the Chief Executive Officer the following powers (a) to enter into an environmental upgrade agreement on behalf of the Council; (b) to declare and levy an environmental upgrade charge.

(2) The Chief Executive Officer must not delegate the power delegated to the Chief Executive Officer under subsection (1) to any other person.

It is within Council’s CEO’s current delegated responsibilities to sign these contracts.

Engaging Sustainable Melbourne Fund as a Third Party Administrator

The SMF offers assistance to Council to develop the EUA offering for businesses and the EUA application and administration process.


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Beyond the set-up, as part of the Third Party Administrator services, the SMF is offering to process the applications including providing help-line support and participate in stakeholder engagement activities to promote the program.

Other parties may be able to provide services to establish and manage EUAs programs for councils; however, as City of Melbourne is so far the only Victorian council to implement EUAs, the SMF is the only provider with experience in establishing EUAs in Victoria. It is in Council’s best interest to engage a TPA with relevant experience. It is therefore recommended that SMF be engaged for the proposed two year program with a review to be conducted upon completion.

Alignment with existing programs

Council is currently delivering programs under the community greenhouse strategy that assist businesses to identify and implement environmental improvement projects. These include providing water and energy efficiency assessments delivered in partnership with City West Water and Toyota and facilitating lighting upgrades for businesses through our Light$mart program.

The EUA opportunity is directly aligned with Low Carbon West, the regional strategy for transition to a low carbon economy, which Council endorsed at its Ordinary Council Meeting on 18 November 2014. The strategy was developed by the Western Alliance for Greenhouse Action (WAGA), LeadWest and Western Melbourne Regional Development Australia. The EAUs are a high priority action in Low Carbon West as they have the potential to reduce emissions across the WAGA region by 215 kilo tonnes per annum.

Low Carbon West’s priority for 2016-17 is to establish a business program to facilitate and encourage uptake of energy efficient lighting and solar panels.

Many of the participants in these programs would like to implement projects, however, as tenants they are unable to make changes to the building that they lease. There is often no incentive for the landlord to invest in these upgrades as the benefits (e.g. energy savings) are reaped by the tenants. The EUAs address this split incentive situation and allow both landlords and tenants to benefit from building upgrades.

Program delivery

It is proposed to trial the EUA service over a two year period. A comprehensive review will be undertaken upon completion of this pilot program including an assessment of the TPA’s performance.


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8.4.3 Major Hazard Facilities Advisory Committee Submission Directorate: Strategic Development Appendix: 6 2nd Yellow

Purpose

To update Council on a submission to the Major Hazard Facilities Advisory Committee.

Motion

Moved Cr Paul Morgan, seconded Cr Angela Altair:

That Council:

1. Receive and note the appended submission submitted to the Major Hazard Facilities Advisory Committee.

2. Continue participating in the Major Hazard Facilities Advisory Committee process and present a submission at the hearing generally in accordance with the appended submission.

Carried

Report Summary

Land use planning around major hazard facilities (MHFs) is an important issue for Council as identified as a key priority in the Advocacy Strategy 2014-18. Council has been advocating for a state led approach to land use planning around MHFs for some time.

In September 2015, the Minister for Planning appointed the Major Hazard Facilities Advisory Committee (MHF Advisory Committee) to provide advice on improvements to land use planning for areas surrounding MHFs, in order to better manage the interface areas between existing and new development and land used for MHFs. The MHF Advisory Committee released a discussion paper in December 2015 and invited submissions until 9 February 2016. Council’s submission to the MHF Advisory Committee is appended. A preliminary hearing to the MHF Advisory Committee occurred in mid February with the main hearings to commence on 17 March 2016. Council will be participating in the MHF Advisory Committee process and present to the main hearing generally in accordance with the appended submission.

Background

Land use planning around MHFs is an important issue for Council and identified as a key priority in the Advocacy Strategy 2014-18. There are eight MHFs in the municipality, numerous pipelines and increasing pressure to redevelop redundant industrial land in proximity to MHFs.

As a result of various Victorian Civil and Administrative Tribunal (VCAT) decisions, Planning Panel and Advisory Committee processes combined with a lack of clear state policy direction on the matter, Council developed the Interim Management of Land Use Planning around Major Hazard Facilities Guidelines (October 2014). These set up a process whereby Council would give notice of planning permit applications to Worksafe, the Environment Protection Authority (EPA) and the MHF to ensure their views were considered in Council’s decision making processes.

During this time, Council has also continued to advocate for a state led approach to land use planning around MHFs. The Minister for Planning established the MHF Advisory Committee


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in September 2015 to consider matters including land use planning around MHFs. The MHF Advisory Committee sought initial comments from relevant stakeholders including Council in November 2015; released its discussion paper in December 2015 and invited submissions until 9 February 2016.

Discussion

Council has a number of existing established residential, commercial and open space areas around MHFs that are potentially impacted by risk and amenity issues associated with the operation of MHF’s.

Council’s submission to the MHF Advisory Committee provides an overview of MHFs in Hobsons Bay and discusses each of the MHF Advisory Committee’s ‘thought starter’ questions. Finally the submission discusses other key matters the MHF Advisory Committee should consider as they are relevant to land use planning around MHFs.

Council’s submission identifies that it is essential that the roles and responsibilities of councils are clearly defined and understood. Similarly, the roles and responsibilities of Worksafe, MHFs, Energy Safe Victoria (ESV) (the pipeline regulator), and the pipeline licensees need to be clearly understood. Councils should not be responsible for the assessment, mitigation or an enforcement role in either the MHF or pipeline legislative frameworks. Councils do not have the expertise, access to key information, staff or financial resources to undertake such a task. Worksafe, ESV, the EPA and MHFs are better placed to undertake this role.

A dedicated appropriately resourced team that sits within the Department of Environment, Land, Water and Planning (DELWP) or Worksafe and the EPA is required to bridge the gap between land use planning requirements and the requirements of MHFs and to consider land use planning around MHFs in a holistic manner. The planning system should call for the views of Worksafe, the EPA and MHFs to inform decision making. This would ensure land use planning decisions appropriately consider risk and amenity issues in an overall context of net community benefit.

New state policy is required in the State Planning Policy Framework of planning schemes to provide clear guidance for land use planning around MHFs. This can be supported by municipal specific local policy in the Local Planning Policy Framework. The introduction of a new tool in the Victorian Planning Provisions that addresses both land use and built form is also required to guide planning around MHFs. While preference is an overlay tool similar to the Melbourne Airport Environs Overlay which addresses both land use and built form outcomes, it is acknowledged that generally overlays do not control land use.

The outcomes and recommendations of the MHF Advisory Committee must be informed by evidence based strategic justification. Further work by Worksafe and the MHFs is required to determine exactly what the level of risk is in areas around a MHF or from pipelines.

A state led, balanced and holistic approach to land use planning around MHFs is required to respond to this issue.


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8.4.4 Mid Year Council Plan and Local Government Performance Reporting Framework (LGPRF) Indicators Progress Report

Directorate: Strategic Development Appendix: 7 2nd Yellow

Purpose

To update Council on the progress of the Council Plan Annual Action Plan 2015-16 for the second quarter and the half yearly results for the legislated performance indicators.

Motion

Moved Cr Angela Altair, seconded Cr Sandra Wilson:

That Council note the progress of the Council Plan Annual Action Plan 2015-16 for the second quarter (October to December 2015) and the mid year results for the LGPRF indicators.

Carried

Report Summary This second quarter report (1 October to 31 December) indicates Council’s progress against the Council Plan’s current action plan and legislated performance indicators. Reporting on the progress of these actions is a legislative requirement and it also assists Council to ensure actions are on track throughout the financial year. The report also includes the half yearly results of the LGPRF indicators. The second quarter progress report has identified that: of the nine major initiatives, eight are progressing on schedule and one has been

completed

of the 58 initiatives, 41 are progressing on schedule and 10 have been completed.

In relation to the LGPRF indicators, the mid year results indicate that on the whole Council is placed to achieve similar results to last financial year across the majority of domains.

Background

Each year Council identifies a number of major initiatives and initiatives that form the basis of its annual action plan which is implemented by all Council departments. The actions within the action plan align with the goals and objectives within the Community Health and Wellbeing and Council Plan 2013-17. The annual action plan 2015-16 includes 58 initiatives and nine major initiatives. Progress on these initiatives is reported to Council and the community every quarter via a progress report, with the final progress report being the Council’s Annual Report. The LGPRF is a mandatory system of reporting to ensure that all councils are measuring and reporting their performance in a consistent way. Commencing the 2014-15 financial year, all councils are required to report their performance information consistently in their annual reports, and these will also be used to benchmark council performance through the ‘Know My Council’ website. The LGPRF consists of four indicator sets; service performance, financial performance, sustainable capacity and the governance and management checklist.


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Discussion

The Community Health and Wellbeing Plan and Council Plan are structured around four key goals, which describe how Council will serve the community to deliver on the community’s vision for Hobsons Bay. Each goal area identifies the objectives that, as an organisation, we will work towards achieving from 2013 to 2017. The budget includes the initiatives and major initiatives (the annual action plan) that will be delivered to meet the objectives in the Council Plan. Major initiatives are works and projects that will play a leading role in delivering the Council Plan. They are intended to attain important outcomes for Council and the community. The second quarter progress report has identified that: of the nine major initiatives, eight are progressing on schedule and one has been

completed

of the 58 initiatives, 41 are progressing on schedule and 10 have been completed.

In this quarter key initiatives that were completed included: implementation of the new state-wide Maternal and Child Health IT system

development of a Hobsons Bay community wellbeing participation guide

delivered the Hobsons Bay Business Excellence Awards

reviewed the role Hobsons Bay undertakes in managing the Home Care Westbay Consortium for case management.

Further details on the progress of these initiatives can be found in the appendix.

In relation to the LGPRF indicators, the mid year results indicate that on the whole we are placed to achieve similar results to last financial year across the majority of domains. However when interpreting the result care should be taken with the data provided in this report as it only pertains to half the financial year, particularly when interpreting results for financials as the timing of revenue or expenditure recognition may not be uniform throughout the year.


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9 Supplementary Public Question Time Nil.

10 Urgent and Other Business

Motion:

Moved Cr Angela Altair, seconded Cr Carl Marsich that Council consider an item of other business relating to a condolence motion for the late Dick Murdoch OAM.

Carried

10.1 Condolence – Mr Graeme John (Dick) Murdoch OAM Motion:

Moved Cr Angela Altair, seconded Cr Carl Marsich:

That Council express its condolences to the family and partner of the late Graeme John (Dick) Murdoch OAM and convey its sympathy at the loss of a former Mayor and Councillor and outstanding citizen who made a significant and lasting contribution to the community of Hobsons Bay.

Carried

There being no further business, the Chairperson declared the meeting closed at 8.25pm.

_______________________________

Chairperson – Cr Peter Hemphill

Signed and certified as having been confirmed.

22 March 2016


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ordinary council meeting...2016/03/08 · held on 23 february 2016 (copy previously circulated)....

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