Professional Documents
Culture Documents
VENUE:
Reception Room,
Bendigo Town Hall,
Hargreaves Street, Bendigo
NEXT MEETING:
Special Meeting of Council - Tuesday 10 November 2015
Ordinary Meeting of Council - Wednesday 25 November 2015
Bendigo Town Hall
Copies of the City of Greater Bendigo Councils Agendas & Minutes
can be obtained online at www.bendigo.vic.gov.au
PAGE 1
Council Vision
Greater Bendigo - Working together to be Australia's most liveable regional city.
Council Values
Council wants the community to continue to have reason to be proud of the city and will
do this through:
Themes
1.
2.
3.
Productivity
4.
Sustainability
5.
PAGE 2
ORDINARY MEETING
WEDNESDAY 4 NOVEMBER 2015
ORDER OF BUSINESS:
ITEM
PRECIS
PAGE
ACKNOWLEDGEMENT OF COUNTRY
PRAYER
PRESENT
APOLOGIES
CR WERAGODA'S REPORT
CONFIRMATION OF MINUTES
1.
11
1.1
11
2.
13
2.1
13
2.2
27
2.3
31
2.4
48
2.5
64
2.6
69
3.
81
PAGE 3
3.1
81
3.2
87
3.3
93
4.
PRODUCTIVITY
97
4.1
97
4.2
101
4.3
116
4.4
122
4.5
127
4.6
132
4.7
141
4.8
146
5.
SUSTAINABILITY
150
6.
151
6.1
151
6.2
155
6.3
157
6.4
159
6.5
162
6.6
Record of Assemblies
172
6.7
179
7.
URGENT BUSINESS
181
8.
NOTICES OF MOTION
181
9.
COUNCILLORS' REPORTS
181
10.
MAYOR'S REPORT
181
11.
181
12.
181
PAGE 4
12.1
____________________________
CRAIG NIEMANN
CHIEF EXECUTIVE OFFICER
PAGE 5
181
ACKNOWLEDGEMENT OF COUNTRY
PRAYER
PRESENT
APOLOGIES
PAGE 6
Acceptance of Questions
Councils Meeting Procedure Local Law does not allow for other questions or comments
during the remainder of the meeting.
1.
2.
In the event that the same or similar written question is raised by more than one
person, an answer may be given as a combined response.
3.
In the event that time does not permit all written questions registered to be
answered, questions will be answered in writing or referred to the next meeting if
appropriate.
4.
The Mayor and or CEO have the right to decline registration on basis of:
Legal proceedings;
More appropriately addressed by other means;
Vague or lacking in substance, irrelevant, frivolous, insulting offensive,
improper, defamatory or demeaning;
Answer likely to compromise his / her position;
Confidential, commercial-in-confidence.
5.
Each individual whose written question has been accepted or declined will be
advised by early afternoon on the day of the scheduled meeting.
6.
In the event of a written question being declined the question will be circulated to
the Council for information.
CR WERAGODA'S REPORT
PAGE 7
A Councillor who has declared a conflict of interest, must leave the meeting and
remain outside the room while the matter is being considered, or any vote is taken.
Councillors are also encouraged to declare circumstances where there may be a
perceived conflict of interest.
PAGE 8
CONFIRMATION OF MINUTES
Minutes of the Ordinary Meeting of Wednesday 14 October 2015.
The following items were considered at the Ordinary Council meeting held on
Wednesday 14 October 2015 at 6:00pm.
Petition: Request for City of Greater Bendigo to Rethink Organic Waste Options
Response to Petition: Keep the Discovery Science and Technology Centre Open
Response to Petition: Kangaroo Flat (Browning Street) Leisure Centre
Building/Greater Bendigo Aquatic and Wellbeing Centre
Response to Petition: Request to Provide an Additional Access Road and Car
Parking within the Big Hill Primary School Vicinity
Petitions Not Requiring Council Resolution
Safe Haven Enterprise Visa Program
Draft Greater Bendigo Municipal Early Years Plan
Greater Bendigo Regional Food Hub - Draft Feasibility Study
Aquatic Facility Operations Summary 2014/15
2016-2017 Community Sports Infrastructure Fund
Timor Leste Report 30 September 2015
2015/16 Community Grants Program Round 1
Planning Scheme Amendment C214 - Domestic Wastewater Management Strategy For Adoption
Planning Scheme Amendment C219 - Applying the Heritage Overlay to Part of 16
Crook Street, Kennington - For Adoption
11-13 Weir Court, Kangaroo Flat - Subdivision of Land (4 Lots), Demolition of
Outbuildings; Removal of an Easement and Creation of an Easement
182 Wattle Street, Bendigo - Partial Demolition of Dwelling, Demolition of
Outbuilding, Three Storey Extension to Existing Dwelling and Construction of
Swimming Pool (Amended Plans)
485 Tannery Lane, Strathfieldsaye - 2 Lot Subdivision
142 Ryalls Lane, Strathfieldsaye - 2 Lot Subdivision of Land
73-77 Kennewell Street and 171 St Killian Street, White Hills - Staged Subdivision of
Land into 21 Lots and Removal of Native Vegetation
Unity Mining ERC - Nominations for Community Representatives
Greater Bendigo Planning Scheme Amendment C217 - Big Hill and Mandurang
Valley Landscape Assessment
Financial Statements and Performance Statement for the Financial Year 2014/2015
Bendigo Golf Club - Request to Reimburse Back Rates
Policies Applicable to Councillors
Councillor Dispute Resolution
Membership of Murray Darling Association
Submission to Heritage Act Review 2015
Record of Assemblies
Contracts Awarded Under Delegation
Appointment of Independent Member of the Audit Committee
Notice of Motion: Lake Eppalock
Confidential Section 89 Report: Contractual Matter
PAGE 9
10
The unconfirmed minutes have also been posted on the City of Greater Bendigo website
pending confirmation at this meeting.
RECOMMENDATION
That the Minutes of the Ordinary Meeting of Council held on Wednesday 14 October
2015, as circulated, be taken as read and confirmed.
PAGE 10
11
1.
1.1
[Petitions and joint letters with ten (10) or more signatures are included in the agenda or
tabled at the meeting, unless there is a separate legal process for considering the
petition or joint letter, as there is for planning submissions or submissions following
public notices (Section 223 LGA)].
A petition has been received from concerned residents and ratepayers regarding the
proposal to change the Bendigo Occasional Care to 'Long Day Care', as outlined below:
"We, the undersigned residents and ratepayers of Greater Bendigo City Council,
formally request Council to keep Bendigo Occasional Care as 'occasional child
care' instead of changing to 'long day care' from January 2016. There is no
alternative occasional care available in Bendigo for families that currently use this
crche or for families that will require occasional care in the future. Being used by
many families, this crche has been in operation since November 1988. Bendigo
Occasional Care has enabled parents to work casually or on a roster, to study and
go out on placement, for at risk families to have a break for an hour or two, for the
stay at home parent to be able to attend an appointment, these are only a few of
the reasons that care is needed, to lose this facility would be a great loss to the
Bendigo community".
Signatures
151
PAGE 11
12
There will still be capacity for 20 occasional care places across Councils Early
Learning Centres. In addition when there are absences in the long day care
places, it is a good business practice to fill these places with occasional care
users.
There is an overall loss of nine occasional care places and Council adopted the
transfer of occasional care places to long day care as a result of its low utilisation
of 49% and the expense incurred.
Given Council made this decision in late 2014, the transfer has already been
approved and is effective from January 2016. These long day care places are
already committed.
Other centres across Bendigo also provide occasional care, for reasons such as
appointments or socialisation purposes. Families are encouraged to contact early
learning centres to discuss their individual needs.
The Commonwealth is currently reviewing the Family Day Care and In Home
Services in recognition of the need to provide flexible and affordable child care.
RECOMMENDATION
That the petitioners be advised of Council's previous decision and that parents be
encouraged to discuss their individual childcare needs with the Childcare Centre
Coordinators.
PAGE 12
2.
13
2.1
Document Information
Author
Responsible
Director
Summary/Purpose
Amendment details:
Proponent:
Key issues:
Recommendation:
Policy Context
City of Greater Bendigo Council Plan 2013 2017 (2015-2016 Update)
Planning for Growth:
Council manages the planning and development of the City through the preparation
of major Strategies and effective amendments to the planning scheme.
o Continue to review and improve planning systems and procedures.
PAGE 13
14
Background Information
The key steps in the Amendment process are summarised below:
Amendment prepared
We are at this
point
Submissions received
The Amendment forms part of the on-going identification of errors in the Planning
Scheme by City planning officers and the general public. The amendment is part of the
Planning Units regular system improvements programme.
The amendment has been prepared to correct 73 identified anomalies and errors in the
Greater Bendigo Planning Scheme. The anomalies and errors are minor in nature and
the corrections will mostly reflect the current land use and/or ownership. It is expected
that these corrections will result in the more effective operation of the Scheme.
Out of the 73 proposed corrections, 27 have previously been considered by Council as
part of Amendment C210. Amendment C210 went to the Minister for Planning as a
request under the Prescribed Ministerial Amendment process where the Minister
undertakes fast track amendments to fix errors. Unfortunately, the Minister refused to
correct all of the errors submitted.
PAGE 14
15
The amendment also includes 15-17 Balmoral Drive, Golden Square, identified by
Council as a surplus asset to be disposed of and already supported by Council for
authorisation for rezoning. This amendment is a step forward toward the rezoning of this
property before it can be sold.
18 June 2014
Report
The Planning and Environment Act 1987 allows for a Planning Scheme Amendment to
be initiated by a municipal Council, or a Council can respond to a request for an
Amendment by any person or body.
When requesting authorisation from the Minister for Planning, an Explanatory Report
must be submitted that discusses the purpose, effects and strategic justification for the
Amendment. Key issues identified in the Explanatory Report are summarised below.
Land Affected by the Amendment & What the Amendment does
The amendment affects the following 73 properties. Due to the number of properties
involved, it is not practical to provide a map in this report to show them all.
The amendment proposes to correct zone, overlay and text errors in the Greater Bendigo
Planning Scheme. The errors come mainly from mapping errors, historic uses or land
having been transferred from public to private ownership or vice-versa without the
appropriate required rezoning.
The amendment proposes to correct the zones for 49 properties, correct overlays on 14
properties and corrects zoning and overlays on 10 properties.
The amendment also includes the following change:
In the Local Planning Policy Framework Clause 22.26 (White Hills Residential
Character Policy), the Objectives and design response for the White Hills Precinct 3
(WH3) is amended to identify the following correction:
o The second design response now reads as Buildings should be setback between
1 and 3 metres from both side boundaries, based on the predominant pattern in
the streetscape.
o The third design response now reads as The front setback should be not less
than the average setback of the adjoining two dwelling.
PAGE 15
16
Summary of Abbreviations
CZ
Commercial Zone
FZ
Farming Zone
GRZ
IZ
Industrial Zone
LDRZ
MUZ
PCRZ
PPRZ
PUZ
RDZ
Road Zone
RLZ
SUZ
TZ
Township Zone
BMO
DDO
DPO
EAO
ESO
HO
Heritage Overlay
LSIO
NCO
PO
Parking Overlay
SLO
VPO
Property
Address
Current Zones /
Overlays
Proposed
Reasons
Dairy
Flat
Road, Argyle
FZ/PCRZ, BMO
and ESO3
Rezone CA B16R
from PCRZ to FZ.
No change to
overlays
8 Sugarloaf
Road, Axedale
RLZ,
VPO2
Include the
existing house in
the Planning
Scheme Map
(34HO).
ESO1,
PAGE 16
Property
Address
17
Current Zones /
Overlays
Proposed
Reasons
PUZ6 (Local
Government),
DDO5, HO227,
PO1
Rezone to PUZ7
(Other public
use). No change
to the overlays
30 Myers Street
Bendigo
GRZ,
DDO5,
NCO1, PO1
Rezone to MUZ
133-145 Lily
Street Bendigo
(St John of God
Hospital Site).
SUZ2
(Private
Hospital), HO11
in part
Delete HO11
208 Forest
Street, Bendigo
PPRZ /GRZ
Rezone to GRZ
32 Myers
Street, Bendigo
MUZ, NCO1,
PO1, DDD5
Delete NCO1
4/84 Mollison
Street, Bendigo
MUZ,
NCO1,
PO1, DDO5
Delete NCO1
18 Rose Street,
California Gully
GRZ
Rezone to PPRZ
3 Staley Street,
California Gully
GRZ,
HO329
Apply HO329 to
the whole site
Correction of a mapping
error as the HO has only
been applied to half of the
property.
18
Hodgson
Street,
Eaglehawk
GRZ/PCRZ
30
Whipstick
Road,
Eaglehawk
FZ/GRZ/PCRZ/
RCZ
19 Walls Street,
Eaglehawk
GRZ/ PPRZ
25 Walls Street,
Eaglehawk
GRZ/ PPRZ
Part
PAGE 17
Property
Address
Current Zones /
Overlays
18
Proposed
Reasons
36
Burnside
Street,
Eaglehawk
PPRZ/GRZ
20 Lester
Street,
Eaglehawk
GRZ, HO371
Delete HO371
Apply HO22
91-99 Midland
Highway,
Epsom
C2Z/PPRZ/
FZ, ESO1, LSIO
52 Simmie
Street, Elmore
PUZ4
Rezone to TZ
54 Simmie
Street, Elmore
PUZ4
Rezone to TZ
56 Simmie
Street, Elmore
PUZ4
Rezone to TZ
58 Simmie
Street, Elmore
PUZ4
Rezone to TZ
60 Simmie
Street, Elmore
PUZ4
Rezone to TZ
65-69 Railway
Place, Elmore
(developed with
dwelling and
post office)
RDZ1
Rezone to TZ
2 Dean Close,
East Bendigo
LDRZ/PUZ1,
DPO4, DDO17,
EAO2
22-24 Hammer
Street, Flora Hill
GRZ
Rezone to C1Z
Private land
commercial
(coffee shop)
26-30 Hammer
Street, Flora Hill
GRZ
Rezone to C1Z
29 Wirth Street,
Flora Hill
GRZ/PUZ2
La Trobe University
Campus (Mapping error).
PAGE 18
used for
purposes
Property
Address
19
Current Zones /
Overlays
70-74
Woodward
Road, Golden
Gully
PCRZ/LDRZ,
DPO4, BMO
32-34
MacCullagh
Street, Golden
Gully
Proposed
Reasons
Park erroneously
LDRZ
Delete DPO4
LDRZ/PPRZ,
VPO1, ESO1
97
Maple
Street, Golden
Square
GRZ
Rezone to PCRZ
119
Hattam
Street, Golden
Square
GRZ/IN1Z
77A Mackenzie
Street West,
Golden Square
GRZ/PPRZ
21-27
Inglewood
Street, Golden
Square
GRZ/PUZ2
67 Inglewood
Street, Golden
Square
LDRZ/GRZ/
PUZ1
15-17 Balmoral
Drive Golden
Square
PPRZ
Rezone to GRZ
55-59 Englishs
Road,
Goornong
LDRZ, DPO4
PUZ6 (Local
Government)
Delete DPO4
Apply EAO
Public land.
Ward Street,
Goornong
LDRZ
DPO4
PPRZ
Delete DPO4
1 Barrack
Street,
Heathcote
LDRZ,
ESO3,
BMO
Rezone to PCRZ
Public-owned
(DELWP).
Delete DPO4
82-84 Rennie
Street, Huntly
C2Z/LDRZ,
DPO4,
ESO1
(Part),
LSIO
(Part)
Mapping error.
DPO4,
SLO1,
PAGE 19
zoned
land
Property
Address
20
Current Zones /
Overlays
Proposed
40-56 Marong
Road, Ironbark
PPRZ/GRZ/
PUZ7,
HO26,
HO27, HO492
PPRZ/GRZ
Rezone to GRZ
155 Kangaroo
Gully Road,
Kangaroo Flat
PCRZ/LDRZ
39-47 Muir
Street,
Kangaroo Flat
LDRZ,
SLO1
Rezone to PCRZ
Public
land
(DELWP).
LDRZ not appropriate.
Delete DPO4
Rezone to LDRZ
39 Golden Gully
Road,
Kangaroo Flat
PCRZ
2 Short Street
Kangaroo Flat
PUZ4
HO704
DPO4,
Reasons
not
to
Rezone to GRZ
Delete HO704
12 Carpenter
Street,
Kangaroo Flat
PPRZ / GRZ
Rezone to GRZ
14 Carpenter
Street,
Kangaroo Flat
PPRZ /GRZ
266
High
Street,
Kangaroo Flat
GRZ /PPRZ
Morrison Street,
Kangaroo Flat
PPRZ, DPO4
Delete
DPO4
(Density
Management
Areas)
DPO4
(Density
Management Areas) not
applicable to public land.
1-25 Poulston
Street, Long
Gully
GRZ
Rezone to PCRZ
PAGE 20
by
not
Property
Address
Current Zones /
Overlays
21
Proposed
Reasons
59-69 Anderson
Street, Long
Gully
GRZ
Rezone to PCRZ
721 Calder
Alternative
Highway,
Lockwood
South
FZ, HO531
Rezone to PPRZ
HO531
47 Gold
Associates
Road, Maiden
Gully
IN3Z/SUZ4
2A Hannans
Road,
Mandurang
South
PPRZ/LDRZ
DPO4
Delete DPO4
Latham Street,
North Bendigo
LDRZ
Rezone to PCRZ
Public-owned land.
Delete DPO4
106 Prouses
Road, North
Bendigo
LDRZ,
DPO4,
SLO1, VPO2
Rezone to PCRZ.
Public-owned
land
(DELWP) and the proposed
new zone is consistent with
adjoining public land.
Delete DPO4.
to
to
208A
Holdsworth
Road, North
Bendigo
GRZ/PPRZ
48 Caledonia
Street, North
Bendigo
C1Z
Rezone to GRZ
Private
land
with
established residential use.
50 Caledonia
Street, North
Bendigo
C1Z
Rezone to GRZ
Private
land
with
established residential use.
Owners have requested the
zone be corrected to GRZ.
2 Degille Street,
North Bendigo
GRZ
/LDRZ,
DPO4, VPO2
PAGE 21
Property
Address
22
Current Zones /
Overlays
Proposed
Reasons
Delete DPO4
(Density
Management
Areas)
VPO2 to remain.
DPO4
(Density
Management Areas)
not
applicable to GRZ
Delete HO587
33 Carpenter
Street, Quarry
Hill
GRZ, HO587
35 Carpenter
Street, Quarry
Hill
GRZ, HO587
37 Carpenter
Street, Quarry
Hill
GRZ, HO587
39 Carpenter
Street, Quarry
Hill
GRZ, HO587
41 Carpenter
Street, Quarry
Hill
GRZ, HO587
49 Miller Street,
Quarry Hill
GRZ, HO600
31 Franklin
Street, Sailors
Gully
GRZ/PCRZ
Public land.
35-37 Chelsea
Boulevard,
Strathdale
GRZ
Rezone to PPRZ
Public land.
required.
169
Spring
Gully
Road,
Spring Gully
PPRZ/C1Z,
ESO1 and LSIO
(both in part)
35 Union
Street, West
Bendigo
PPRZ
Rezone to GRZ
51 Bayliss
Road,
Woodvale
FZ, HO852
Delete the HO on
part of the site.
6 Wattle Drive
Spring Gully
GRZ,
ESO
Rezone to PPRZ
29 McClelland
Drive,
Eaglehawk
GRZ, BMO
Rezone to PPRZ
Apply HO30
Delete HO587
Apply HO30
Delete HO587
Apply HO30
Delete HO587
Apply HO30
Delete HO587
Apply HO30
Delete HO600
Apply HO30
BMO,
PAGE 22
GRZ
not
23
PAGE 23
24
PAGE 24
25
PAGE 25
26
Resource Implications
The City is responsible for payment of statutory fees and costs incurred in the processing
of the Amendment. This may include a panel hearing process if the Amendment has
unresolved submissions following exhibition but this is highly unlikely.
Officer time will also be required to prepare the Amendment documentation for
exhibition, manage the process and liaise with the Minister for Planning. If the Minister
agrees to authorise Council to prepare the Amendment, there will be a statutory fee
payable of $798 for ministerial approval. We could, however, ask for a fee waiver
because this amendment is to correct errors in the Planning Scheme and some of these
corrections were refused in Amendment C210.
There will be minimal effect on the future resources of the responsible authority as permit
activity will have a negligible net change. It is rather expected that some activities will no
longer require a planning permit as they will be in the correct zone.
Attachments
Explanatory Report
Maps
RECOMMENDATION
That the Greater Bendigo City Council resolve to:
1.
2.
3.
Request the Minister for Planning to waive approval fees as the amendment is
fixing errors in the Planning Scheme as he has refused to correct some of them
previously in C210.
PAGE 26
2.2
27
Document Information
Author
Responsible
Director
Summary/Purpose
Application details:
Application No:
DC/157/2014
Applicant:
Land:
Zoning:
Overlays:
No. of objections:
Key considerations:
Policy Context
City of Greater Bendigo Council Plan 2013 2017 (2014)
Planning for Growth
Adaptability for change and population growth through good design and careful
planning of infrastructure and facilities.
Diverse, affordable and sustainable, housing choices.
Productivity
Fostering business and industry growth.
Sustainability
Distinctive natural setting and buildings are celebrated and conserved.
PAGE 27
28
Report
Background Information
When the application was reported to Council in May, officers recommended refusal of a
planning permit on the following two grounds:
1. The proposal would be detrimental to neighbourhood character and is a poor urban
design response to the site context thereby contrary to clauses 15, 21.02-4, 22.08,
22.15, 32.08, 43.05, 52.06-8 and 55 of the City of Greater Bendigo Planning Scheme.
2. The proposed development has not been designed to make an efficient use of solar
energy contrary to clause 55 of the City of Greater Bendigo Planning Scheme.
At the request of Council an alternate motion was drafted with conditions that would
enable Council to approve a development that was in compliance with the Planning
Scheme. The alternate motion included the following conditions:
Condition 1 (bullet point 2) - The retention of the large eucalyptus tree at 376 High
Street.
Condition 6 - Prior to commencement of the development the Developer must
prepare and implement a Tree Management Plan conforming to Australian Standard
AS4970-2009 Protection of trees on development sites.
Council moved an alternate motion to approve a Notice of Decision (NOD) to grant a
planning permit in line with the drafted conditions, excluding condition 6. The alternate
motion was passed by Council.
A Notice of Decision to grant a planning permit was issued to the applicant and objector
on 29 May 2015. A planning permit was subsequently approved on 24 June 2015.
In July 2015 the applicant contacted Cr. Chapman expressing concern that the permit
issued required the tree to be retained and that he had submitted an appeal against the
condition to the Victorian and Civil Administrative Tribunal (VCAT). Cr. Chapman
requested that the matter be considered again by Council.
The applicant has also appealed against conditional requirements for an increased
setback to the rear boundary and existing dwelling.
VCAT Notice of Decision process
When a permit application is made, Council can decide to refuse the permit, or grant the
permit immediately, if there are no objections.
If there are objections and Council decides to grant the permit, a NOD is sent to all
concerned parties, including objectors. The NOD signals Councils decision to grant the
permit and identifies the conditions to be included on it.
PAGE 28
29
PAGE 29
30
RECOMMENDATION
That the Greater Bendigo City Council resolve to notify the Victorian and Civil
Administrative Tribunal, the permit applicant and objector that it does not intend to
contest the removal of condition 1 (bullet point 2).
PAGE 30
2.3
31
Document Information
Author
Responsible
Director
Summary/Purpose
Application details:
7 Lot subdivision
Application No:
DS/503/2015
Applicant:
Terraco
Land:
Zoning:
No. of objections:
17 (from 15 properties)
Consultation
meeting:
Key considerations:
Conclusion:
Policy Context
City of Greater Bendigo Council Plan 2013 2017 (2015-2016 Update)
Planning for Growth
Housing options provide broader choice in order to meet current and future
community expectations and needs.
Productivity
Council fosters business and industry growth.
PAGE 31
32
Sustainability
The built and natural qualities that make Greater Bendigo an attractive and appealing
place are valued and conserved.
Background Information
The application site was the subject of a planning application (DSD/928/2013) for a
subdivision and development for 15 dwellings which was refused by the Victorian Civil
and Administrative Tribunal (VCAT) following an appeal by the applicant against a failure
to determine the application within the statutory timeframe. The application attracted 87
objections and Council had resolved not to support the application at VCAT.
In summary, the Tribunal affirmed Councils resolution, concluding that there would be no
impediment to a multi-lot subdivision and development on the site. However, the layout
of the proposed subdivision and the number and size of lots had limited opportunities to
construct dwellings which would be an acceptable response to the site context or built
form outcomes sought by neighbourhood character policy.
The decision is considered in detail in the Planning Assessment section of this report.
Report
Subject Site and Surrounds
The site is a relatively regular shaped allotment located on the corner of Curtin and
Houlihan Streets with frontages to both streets of around 70m. The site has an area of
3,165m2. The site has a diagonal cross fall of around 3-4 metres from east to west.
There are a number of native trees on or close to the boundary of the site. A bus stop
served by the number 11 bus route is located directly in front of the site on Curtin Street.
There is currently a single storey building on the site which dates from circa 1940 and
has been used for forestry purposes connected to the Regional Forest Commission.
There is evidence to suggest that the site itself has been used for forestry purposes
since 1911.
The surrounding land uses are wholly residential and the site is within the area covered
by the Flora Hill Residential Character Policy which describes the neighbourhood as
follows:
"This is an area of post war housing, in which consistency of front and side setbacks
within streetscapes is important. Roof shapes are also important as they dominate
streetscapes and provide a consistent theme. Front fences are either absent or original
and therefore low in height, creating an open feel to the streetscape. Mature trees in
reserves or private gardens often dominate the skyline.
PAGE 32
33
Figure 1: Location map showing subject site. Objectors properties marked with a star, (3 properties
outside scope of map).
PAGE 33
34
Proposal
The proposal is to subdivide the land into seven lots. Three lots would have direct
frontage to Curtin Street, one lot would be a battle axe lot with access from Curtin Street,
two lots would have frontage to Houlihan Street and one lot would be on the corner with
frontages to both streets. The lots are in the range of 418 to 562 square metres with lot
frontages in the range of 15m to 19m.
The subdivision layout has been designed to retain the trees on the site. It is likely that a
number of small street trees may need to be removed from the nature strip in the future
to accommodate driveways to the dwellings.
35
Comment
Powercor
Coliban Water
Tenix
Drainage
Public Notification
The application was advertised by way of notice on the site and letters to adjoining and
nearby owners and occupiers, as well as all objectors to the previous proposal.
As a result of advertising, 17 objections were received. In summary the grounds of
objection are:
Inadequate subdivision site and context description.
Inadequate information in terms of building envelopes, street and side setbacks and
crossovers.
Subdivision should conform with neighbourhood character.
Subdivision plan is poor and an access from Houlihan Street would be better for
vehicle movement away from the corner of Curtin Street and Houlihan Street. (An
alternative sketch plan was submitted by an objector showing this).
Vehicles need to park on their block not on the street.
Concern about what is proposed to be built.
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In the decision on the previous proposal, VCAT had this to say about the site in relation
to policy:
From a policy point of view there can be no question that a 15-lot subdivision and
construction of 15 dwellings on the review site is consistent with State and local
policy. It is obvious that any redevelopment of this site for more than one dwelling
will positively contribute to achieving broad state and local planning policy
objectives concerning urban consolidation and more efficient use of land and
services.
Such development would also be consistent with local policy which seeks to
achieve a greater proportion of higher density development (30%) compared to
the historic ratio of around 10% for semi-detached housing.
The Tribunal went onto say that:
The question is not whether the site can support a multi lot subdivision and
multiple dwellings, but whether what is proposed is acceptable when assessed
against site context and the specific provisions for this neighbourhood.
So whilst there is broad agreement that the location is appropriate for some form of
medium density, infill development, the key issue in this matter is whether the proposal
meets the identified neighbourhood character of the area. This is discussed further
below.
Is the subdivision layout an appropriate response to the site context and neighbourhood
character?
Neighbourhood character is referenced as an important consideration throughout the
Planning Scheme including Clauses 15.01 Urban Environment, 16.01 Residential
Development, 21.06 Housing, 32.08 General Residential Zone and 56 Residential
Subdivision.
Clause 56.03-5 Neighbourhood character objective states that:
The objective of this clause is to design subdivisions that respond to neighbourhood
character.
The standards are that subdivision should:
Respect the existing neighbourhood character or achieve a preferred neighbourhood
character consistent with any relevant neighbourhood character objective, policy or
statement set out in this scheme.
Respond to and integrate with the surrounding urban environment.
Protect significant vegetation and site features.
In relation to this clause, the Flora Hill Precinct 4 Residential Character Policy is of
particular relevance. The policy seeks a future character that is to be achieved by a
series of objectives and design responses including such matters as: maintaining garden
settings, respecting dominant building height, front setbacks and dwelling spacing.
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The Tribunal was critical of the previous proposal, particularly with what the Tribunal
thought was an application that largely ignored the policy. Of particular concern was:
Continuous attached form to both streets with only one small break between
Dwellings 5 and 6,
Small street setbacks of as little as 3 metres,
Near verticality of the two storey walls and lack of articulation,
The use of tandem parking with front entrances off those spaces,
The lack of space for planting new trees to replace those that have and are to be
removed.
With regard to the above points it is important to note unlike the previous application,
assessment of this proposal is confined to whether the proposed subdivision layout is
appropriate and Council has only a limited ability to influence the matters listed above as
future dwellings on the site will be subject to building regulations only.
However, ResCode Clause 56 Subdivision does require consideration as to whether the
layout would enable a built form that respects neighbourhood character. Lot areas and
widths are an important consideration in whether this can be achieved.
Although lots proposed are smaller than is characteristic in the area, the following points
are of note from an analysis of the area:
Existing lot sizes are generally larger than those proposed.
4 lots in the nearby area have a lot size smaller than those proposed.
Two of these smaller lots (39 Jeffrey Avenue) adjoin the site and two further smaller
lots have been approved adjoining the site at 8 Houlihan Street.
Lot widths in the area are generally in the range of 15-19m as is proposed in this
subdivision.
The two lots approved at 8 Houlihan Street have 8.5m frontages, significantly less
than proposed in this subdivision.
As documented above, there is a requirement to make efficient use of urban infill sites,
which supports lots of the size proposed. Whilst many lots in the area are significantly
larger than proposed here, it is unrealistic to expect that future subdivision should follow
this pattern of development. Indeed the Tribunal confirmed as much in the previous
decision when it stated:
My refusal of this application does not mean that I reject more intensive
subdivision and development on the review site. I do not agree with any
suggestions that the review site should be subdivided into lots of a size
approximating those that already exist in the area or that attached two storey
dwellings are so foreign to existing neighbourhood character that they should be
refused. State and local policies and the locational attributes of the site
unambiguously point to a more intensive and more efficient use of this large, very
well serviced site. As is so often the case, it is question of intensity and whether a
proposal has exceeded a threshold to a point which makes it unacceptable. In
this application I have concluded that the intensity needs to be scaled back.
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Although Council has minimal control over what will get built on the site, one area which
it has an ability to influence is the siting of future dwellings. The question is whether or
not there is a need to control the siting.
Clause 56 ResCode has a lot area and building envelope objective which seeks to
provide lots with areas and dimensions that enable, amongst other matters, the
appropriate siting and construction of a dwelling.
The standards of relevance to this application are as follows:
Lots of between 300 square metres and 500 square metres should:
Contain a building envelope and be able to contain a rectangle measuring 10 metres
by 15 metres.
A building envelope may specify or incorporate any relevant siting and design
requirement. Any requirement should meet the relevant standards of Clause 54,
unless:
The objectives of the relevant standards are met, and
The building envelope is shown as a restriction on a plan of subdivision registered
under the Subdivision Act 1988, or is specified as a covenant in an agreement under
Section 173 of the Act.
Whilst the standard above states that building envelopes should be provided, this is not a
mandatory requirement and is only one way of meeting the objective. A view could be
taken that if the 10 metres x 15 metres rectangle can be fitted on the site there is no
need or reason to impose a building envelope restriction as matters of siting and
character can be assessed by the appointed building surveyor at the building permit
stage. It is only the corner lot that is unable to contain the rectangle.
It is the view of local residents that building envelopes should have been provided on the
plans and should be imposed as a restriction on any approved subdivision. Of particular
concern is that when dwellings are built, front setbacks may not be in keeping with
neighbourhood character.
Building envelopes should not be imposed without good reason so the question here
must be: are the lots so constrained that any dwellings built on the blocks would have an
adverse impact on character? As discussed above, lot areas and widths are appropriate
in the area, indeed local residents have not raised this or the number of lots as a major
concern.
In terms of front setbacks, the minimum setbacks that would be required by ResCode
under the Building Regulations are determined by existing setbacks on adjoining blocks.
If the adjoining blocks are vacant then the minimum setback requirement is 4m.
Setbacks can be varied at the discretion of the Municipal Building Surveyor or Building
Appeals Board.
The applicant has provided an aerial photography review of the front setbacks of 16
dwellings opposite and adjacent to the site which show that:
8 setbacks are in the range of 3.5- 4.9m
5 setbacks are in the range of 5.0- 5.9m
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Infrastructure provision
Concerns have been raised about stormwater, drainage and sewerage provision.
However the Citys drainage engineer and Coliban Water have raised no concerns in this
regard. The Tribunal also made this point on the previous proposal for a far more
intensive development.
Impact on trees/vegetation
Residents have concerns over the potential loss of street trees. The Citys arborist has
reviewed the proposal in the context of existing street trees and has raised no concerns
as the species are not significant. Indeed there is an opportunity to improve the
streetscape with more appropriate planting which has been included as a condition of the
planning permit.
Of more significance are two trees located on the site which are worthy of retention and
therefore restrictions are proposed to ensure their retention. The applicant is satisfied
that the trees be retained as long as there is scope for their future removal in the event
that they become a hazard because of falling limbs. This is a reasonable request and
can be factored into a permit condition.
Does the proposal comply with other requirements of ResCode Clause 56 Residential
Subdivision?
The purpose of Clause 56 Residential Subdivision includes the need to create liveable
and sustainable neighbourhoods and urban places with character and identity and to
achieve residential subdivision outcomes that appropriately respond to the site and its
context.
It is a requirement of Clause 56 that a development must meet all of the objectives of the
clause and should also meet all of the standards. All objectives have been assessed
and have been met. One standard not covered elsewhere in this report which requires a
variation is considered below:
C7 Lot diversity and distribution
The relevant objectives are to achieve housing densities that support compact and
walkable neighbourhoods and the efficient provision of public transport services and to
provide a range of lot sizes to suit a variety of dwelling and household types.
The standard in this clause that requires a variation is as follows:
A range and mix of lot sizes should be provided including lots suitable for the
development of:
Single dwellings.
Two dwellings or more.
Higher density housing.
Residential buildings and Retirement villages.
The lot sizes proposed will inevitably limit the dwelling types that can be built on the lot to
single, family sized dwellings. A more appropriate response may have been to provide
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the opportunity for variety in dwelling types, such as one or two bedroom units.
However, the applicant has chosen to seek to meet community expectations for the site
which is understandable and on balance an acceptable approach when balanced against
this standard.
Public Open Space Contribution
The table below considers the need for a public open space contribution as a result of
the subdivision, having regard to the criteria set out in the Subdivision Act 1988.
Public Open Space Criterion
Officer Response
(a)
(b)
(c)
(d)
(e)
How much of the land in the No public open space will be provided on
subdivision is likely to be used for site and the lots are likely to have limited
places of resort and recreation for private open space for suitable recreation.
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Officer Response
lot owners.
(f)
It can be concluded that as a result of this assessment the subdivision will result in an
increase in the use of nearby existing public open space and that it is therefore
reasonable to seek the maximum amount allowable under the Subdivision Act which is
5% of the value of the land. A condition will be imposed on a planning permit granted to
this effect.
Conclusion
This subdivision seeks to provide modest housing growth within the area whilst aiming to
be respectful of neighbourhood character.
Balancing increased densities with neighbourhood character is not an uncommon
challenge and one which will inevitably become more commonplace and arguably
unavoidable as the City seeks to achieve a sustainable increase in densities in urban
areas to meet population growth.
Local residents do have some valid concerns over the potential impacts of the proposal
including on existing neighbourhood character.
However, any impacts need to be weighed against the need to maximise the use of
existing urban land such as this site. In this instance it is concluded that the applicant
has addressed the shortfalls of the previous proposal and Council should support the
proposal.
Options
Council, acting as the responsible authority for administering the Planning Scheme, may
resolve to: grant a permit, grant a permit with conditions, or refuse to grant a permit.
Attachments
Objections
VCAT Decision from prior application
RECOMMENDATION
Pursuant to section 61 of the Planning and Environment Act (1987), Greater Bendigo
City Council resolve to issue a Notice of Decision to Grant a Permit for a 7 lot subdivision
at 21-25 Curtin Street, FLORA HILL 3550, subject to the following conditions:
1.
AMENDED PLANS
Before the plan of subdivision is certified amended plans to the satisfaction of
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2.
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3.
4.
5.
6.
7.
STREET TREES
Any street trees removal required for vehicle crossovers for the lots must be
approved by the Citys Parks and Natural Reserves Unit. The trees must be
replaced with approved species and installed to a specification to the
satisfaction of the responsible authority.
8.
DETAILED DRAINAGE
Prior to the certification of the plan of subdivision under the Subdivision Act
1988, plans to the satisfaction of the responsible authority must be submitted to
and approved by the responsible authority. When approved, the plans will be
endorsed and then will form part of the permit. The plans must be drawn to
scale with dimensions. The plans must include:
(a) Direction of stormwater run-off.
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STORMWATER DETENTION
Prior to the issue of a statement of compliance, the owner or applicant must
provide onsite surface and stormwater detention to pre-development levels in
accordance with plans and specifications to the satisfaction of the responsible
authority.
Allowable discharge: Q10 = 18 l/s
10.
STORMWATER QUALITY
Before the use or development is commenced, the owner or applicant must
provide a stormwater treatment system to achieve the Best Practice
Environmental Guidelines storm water quality (Victoria Stormwater Committee
1999) in accordance with plans and specifications to the satisfaction of the
responsible authority.
11.
12.
CONSTRUCTION OF WORKS
Road works, drainage and other civil works must be constructed in accordance
with the Infrastructure Design Manual and plans and specifications approved by
the responsible authority and must include:
(a) Underground drainage.
13.
PUBLIC ASSETS
Before the development starts, the owner or developer must submit to the
responsible authority a written report and photos of any prior damage to public
infrastructure. Listed in the report must be the condition of kerb and channel,
footpath, seal, street lights, signs and other public infrastructure fronting the
property and abutting at least two properties either side of the development.
Unless identified with the written report, any damage to infrastructure post
construction will be attributed to the development. The owner or developer of
the subject land must pay for any damage caused to any public infrastructure
caused as a result of the development or use permitted by this permit.
14.
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COLIBAN WATER
(a) The owner is required to provide reticulated water and sewerage services to
each of the lots within the subdivision. Services are to be provided in
accordance with our specifications.
(b) All Coliban Water assets within the subdivision, both existing and proposed,
are to be protected by an easement in favour of Coliban Region Water
Corporation.
(c) A compliance certificate must be provided for the cut and seal of existing
services during the demolition of the existing property. In the event the
water meter is cut and sealed this must be returned to Coliban Water.
16.
POWERCOR
(a) The plan of subdivision submitted for certification under the Subdivision Act
1988 shall be referred to Powercor Australia Ltd in accordance with section
8 of that Act.
(b) The applicant shall: Provide an electricity supply to all lots in the subdivision
in accordance with Powercors requirements and standards, including the
extension, augmentation or re-arrangement of any existing electricity supply
system, as required by Powercor
(c) The applicant shall: Where buildings or other installations exist on the land
to be subdivided and are connected to the electricity supply, they shall be
brought into compliance with the Service and Installation Rules issued by
the Victorian Electricity Supply Industry. The applicant shall arrange
compliance through a Registered Electrical Contractor and provide to
Powercor Australia Ltd a completed Electrical Safety Certificate in
accordance with Electricity Safe Victorias Electrical Safety System.
(d) The applicant shall: Provide to Powercor Australia Ltd, a copy of the version
of the plan of subdivision submitted for certification, which shows any
amendments which have been required.
(e) Any building must comply with the clearances required by the Electricity
Safety (Installations) Regulations.
(f) Any construction work must comply with Energy Safe Victorias No Go
Zone rules.
17.
TELECOMMUNICATIONS
The owner of the land must enter into an agreement with:
(a) A telecommunications network or service provider for the provision of
telecommunication services to each lot shown on the endorsed plan in
accordance with the providers requirements and relevant legislation at the
time.
(b) A suitably qualified person for the provision of fibre ready
telecommunication facilities to each lot shown on the endorsed plan in
accordance with any industry specifications or any standards set by the
Australian Communications and Media Authority, unless the applicant can
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19.
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2.4
48
Document Information
Author
Responsible
Director
Summary/Purpose
This report provides a summary of the submissions lodged to the draft Commercial Land
and Activity Centre Strategy, outlines the revisions that have been made as a result, and
recommends that Council adopt the final Commercial Land and Activity Centre Strategy
and commence the Planning Scheme Amendment process to embed the key findings of
the strategy into the Greater Bendigo Planning Scheme.
Policy Context
Council Plan Reference:
Strategy 2.2 Council manages the planning and development of the City through the
preparation of major strategies and effective amendments to the planning scheme.
Action 2.2.1 Complete and implement the following major strategies through planning
scheme amendments: Commercial Land and Activity Centre Strategy.
Strategy Reference:
The current Commercial Land Strategy was adopted by Council on 17 August 2004. It
included floorspace projections through until 2021 and has been used to guide
commercial development, primarily in our suburban activity centres, over the past
decade. This strategy will replace it.
Regional Strategic Plan Reference:
The Loddon Mallee South Regional Growth Plan is an initiative of the Regional Strategic
Plan and includes actions that support the growth of Bendigo as a regional city and major
employment and services hub.
Background Information
Specialist economics firm SGS Economics and Planning were appointed on 10
September 2014 to assist the Strategy Unit in developing a new Commercial Land and
Activity Centre Strategy (CLACS). The new strategy is intended to replace the
Commercial Land Strategy adopted by Council in 2004. That strategy has guided a
significant amount of commercial development and contributed to the structure planning
process in our city centre and suburban areas over the past decade. The new strategy is
expected to perform a similar role over the next 15 years or so.
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The development of the new CLACS was overseen by a Steering Committee consisting
of three Councillors, a representative of the Urban Development Institute of Australia, a
representative of the Bendigo Traders Association and relevant City of Greater Bendigo
staff. The primary purpose of the new strategy is to provide updated commercial
floorspace projections that align with the latest population projections, retailing trends
and research, and to integrate the relevant directions of recently adopted strategies such
as the Greater Bendigo Residential Strategy, Economic Development Strategy and
Connecting Greater Bendigo: Integrated Transport and Land Use Strategy (ITLUS).
The draft of the new strategy was released for a period of community comment between
25 March and 6 May 2015. Copies of the draft were sent to stakeholders and briefings
were held with several business groups. As a result six submissions have been
received; two of which elaborated on their submission in front of a panel made up of
members of the steering committee. The submissions have now been reviewed and
changes made to the draft strategy. This report details the submissions and changes
and presents a final strategy for adoption.
Previous Council Decision Date:
25 March 2015 Council resolved to release the draft strategy for a period of six weeks
to allow the community to comment on the report.
Report
The CLACS has been prepared to provide policy, planning and investment direction for
the Citys urban and rural activity centres over the next 15 years. It incorporates the
latest population and demographic data available and integrated adopted policy
directions from the Greater Bendigo Residential Strategy (where people are going to live)
and ITLUS (how people are going to get to the things they need).
Two of the major outputs of the CLACS are an updated Activity Centre Hierarchy and
projections for the demand for new commercial floorspace. Both of these are critical to
the future planning of each centre and will be carried forward to the relevant sections of
the Greater Bendigo Planning Scheme. The Hierarchy informs us of the role, function
and basic composition of the centres at each level of the hierarchy, while the floorspace
projections are used to inform detailed structure planning and urban design frameworks,
investment decisions and planning permit applications. This strategy will assist the
private sector to deliver on the type and scale of development that is viable, creates
healthy competition while also contributing to the efficient functioning of the activity
centre hierarchy.
Some of the key findings of the CLACS include the demand for around another
150,000sqm of commercial floorspace across the Bendigo City Centre by the year 2031.
This is equivalent to around 10 city blocks worth of single storey development. This is a
significant amount of new floorspace and it is driven in a large part by the growth in
professional services, most notably the Health Care and Social Assistance sector.
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These are not necessarily doctors and nurses, but they are jobs that support the
operation of the new Bendigo Hospital and our growing regional population. Many of
these jobs do not need to be in the hospital precinct, and their location will be influenced
by where their staff and customers want to be which in short is in a highly accessible
and diverse area with high levels of amenity. These workers will want to be in the city
centre where they can pop out for a coffee and do some quick shopping on their lunch
break or on their way home after work. Furthermore, this 10 blocks worth of
development is likely to be delivered through many small scale mixed use developments
of three to five storeys rather than in a few large developments. For example,
development such as the one under construction at 111 Mitchell Street will add around
1,150sqm of commercial floorspace with apartments above. The approved development
at 23 Wills Street will add 2,200sqm of commercial floorspace with apartments above,
and the proposal for the former Poyser Motors site in High Street, if approved, will add
2,500sqm of commercial floorspace and 14 apartments. To ensure these and other
developments are built it is necessary to improve the way we connect the investment and
development sector with the emerging business sector. An action of CLACS relates to
working in partnership with groups such as the Bendigo Business Council to make these
connections, possibly through the development of an easily updatable investment
prospectus.
Another of the key findings relates to the future demand for supermarket floorspace,
particularly on the north western side of the Bendigo urban area (the arc including
Huntly, Epsom, Eaglehawk and Maiden Gully). In order to maximise the benefits of the
investment that will be made with new supermarket floorspace, the strategy recommends
that it anchor planned activity centres so that they also develop to include additional
small scale retailing and services required to service the growth of these areas. In
summary, the strategy wants the supermarket floorspace to be located as close to the
middle of their catchments as possible to maximise the benefits to the local community.
This will assist in delivering on the 10-minute neighbourhood concept of the Greater
Bendigo Residential Strategy and ITLUS, where daily convenience shopping and
services are only a short distance from home. The alternative is to provide the
floorspace on the way into central Bendigo, so that people could shop on the way to or
from work. In that situation the creation of 10-minute neighbourhoods in places such as
Maiden Gully would be stifled as there is not enough of an attraction, or anchor, to bring
in the amount of people needed to encourage small businesses growth.
Priority/Importance:
An up to date Commercial Land and Activity Centre Strategy is critical to making
informed decisions around new commercial investment within Greater Bendigo. It is also
important that the new strategy has a high level of support from the community and those
that are likely to be making the investment decisions that will lead to employment growth
across the municipality. It is therefore considered a priority that the strategy be adopted
and the Planning Scheme Amendment process commenced.
Options/Alternatives:
The Council has the option of adopting the strategy as presented, requiring further
changes to be made before adopting, or not adopting the strategy. Council also has the
option of requesting, or not, the Minister for Planning to authorise the preparation of an
amendment to the Planning Scheme to implement the key findings of the strategy.
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Timelines:
Should the strategy be adopted and it is resolved to commence the Planning Scheme
Amendment process, it is likely to be another 12-18 months before the changes were
finalised to the Planning Scheme.
Progress:
The project commenced in September 2014, when SGS Economics and Planning were
appointed to undertake the detailed technical analysis. SGS finished their work earlier in
2015 and the Strategy Unit has taken the project through the draft phase and has now
revised the draft document in response to submissions. The Planning Scheme
Amendment phase is a separate process and is critical to giving the document legal
standing.
Risk Analysis:
There are very few risks associated with the completion of the project. SGS Economics
and Planning are leaders in the field of urban economics, which means that the data that
they have contributed to the final document is sound and is expected to stand up to any
challenges. Key stakeholders have also contributed to the development of the strategy,
which further reduces the risk that the project does not meet the needs or expectations of
the development sector or the community. In saying that however, it is likely that one of
the submitters could challenge the recommendations of the strategy and push for
changes. As their argument is not supported by the strategy, should they want to pursue
their argument then they will have the opportunity to make a submission to the Planning
Scheme Amendment when it is exhibited.
A greater risk comes in not completing the project and the development sector and
community not having the guidance on where investment needs to be directed in the
future. In this instance it is likely that greater costs would be incurred in the planning and
review phases of new developments as the planning system does not provide enough
information as to the scale, mix and composition of our centres. In a worst case scenario
it could lead to an oversized development being approved and developed in an area that
compromises the Activity Centre Hierarchy and the investment in existing businesses
and jobs, beyond what could be considered healthy competition. In this situation the City
would not be meeting its requirements relating to planning for the future growth of our
city.
Finally, being a piece of strategic work, there will be further opportunities for Council and
the community to review the strategy and its recommendations prior to the Minister for
Planning approving any changes to the Greater Bendigo Planning Scheme.
Consultation/Communication
Internal Consultation:
Internal consultation has been limited to business units involved in the Steering
Committee such as Strategy, Tourism, Economic Development and Planning.
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External Consultation:
To ensure that the project meets the needs of the various, and often competing interest
of different stakeholders, the Steering Committee included representatives from the
Bendigo Traders Association and the Urban Development Institute of Australia. The
development of the draft strategy was informed by consultation with a number of
commercial developers, businesses, real estate agents, tourism agencies and business
development specialists.
The draft strategy was also released to the broader community to test its assumptions
and recommendations between 25 March and 6 May 2015. Six submissions were
received. Submitters 3 and 4 also took the opportunity to elaborate on their submissions
in front of a Panel made up of Steering Committee members on 22 and 26 June 2015
respectively. A summary of the submissions and the recommended response is
provided in the table below:
Submitter 1: Tom Fidler
Supports/Objects
Noted
Noted
Noted
Supports/Objects
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54
55
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Noted
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As can be seen in the table above, the submissions that have been received have been
very useful in enabling the strategy to be revised and finalised. There are of course
some submissions that have not been supported, but overall there has been little
objection to the bulk of the strategy and its directions. Should any submitter still believe
that the strategy should be changed, they will have the opportunity to argue their case as
part of the Planning Scheme Amendment process when the strategy is proposed to
become a reference document and key components of it transferred to parts of the
Municipal Strategic Statement.
Resource Implications
Budget Allocation in the Current Financial Year:
Costs associated with finalising the document are included in the Strategy Units budget.
It is estimated that approximately $4,000 will be required for desktop publishing and
printing. Amendment costs are expected to be minimal, given it is only the preparation
and exhibition of the amendment that is likely to occur in the current financial year. An
allocation for a Panel will need to be made for the 2016/15 financial year.
Previous Council Support:
A budget allocation of $60,000 was made in the 2014/15 financial year to prepare the
CLACS. Of that only $49,213 was used, which was paid to SGS Economics and
Planning to undertake the specialist research needed to complete the strategy.
Projected costs for future financial years:
A budget allocation will need to be made to complete the Planning Scheme Amendment
and to actions such as completing Urban Design Frameworks. Such projects are core
work for the Strategy Unit and allocations are made each year based on the adopted
work program.
The Panel costs will include a provision for SGS Economics and Planning to prepare an
expert witness statement and present at the Panel if required.
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Conclusion
The Commercial Land and Activity Centre Strategy is an important piece of strategic
work that will guide planning and investment decision making in our activity centres over
the next 15 years. It has been prepared to assist in the implementation of the objectives
of the Greater Bendigo Residential Strategy, Economic Development Strategy and the
Connecting Greater Bendigo ITLUS. The strategy has been informed by the latest
available technical and specialist data combined with a consultative process with key
stakeholders. Its adoption and inclusion in the Greater Bendigo Planning Scheme will be
an important tool in achieving Councils vision of Greater Bendigo working together to be
Australias most liveable regional city.
Attachments
1.
RECOMMENDATION
That the Greater Bendigo City Council resolve to:
1.
Adopt the Commercial Land and Activity Centre Strategy October 2015.
2.
Request the Minister for Planning to authorise Council to prepare Amendment C224
to the Greater Bendigo Planning Scheme.
3.
When Authorised by the Minister, exhibit Amendment C224 to the Greater Bendigo
Planning Scheme giving notification as required for the minimum statutory
exhibition period of one month.
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2.5
64
Document Information
Author
Responsible
Director
Summary/Purpose
To describe the preferred interim governance model for overseeing the implementation
of the Rosalind Park Recreation Reserve Precinct Master Plan and Management
Framework.
Policy Context
Council Plan Reference:
Theme 2: Liveability
Strategy 2.3: Open space and recreation facilities are well designed, extensively used
and well maintained.
Action 2.3.3 Complete the Rosalind Park Master Plan.
www.bendigo.vic.gov.au/rosalindpark
Background Information
The preparation of the Rosalind Park Recreation Reserve Precinct Master Plan and
Management Framework during 2013-14 identified that, historically, the park precinct
had been allowed to change and evolve in the absence of consistent governance to
ensure that the changes fit well with, or did not compromise, a long term plan.
Accordingly, the writing of the 2014 Master Plan included both a recommended
management structure and a high priority (0-5 year) action to investigate management
structure options. When the final Master Plan was presented to Council at its 17
December 2014 meeting for consideration for adoption, the accompanying report also
recommended the management model be further investigated as part of the forthcoming
Public Space Plan (Open Space Strategy) so that the model may be considered more
holistically across all the City's major parks, with the potential to achieve a more efficient
and integrated governance arrangement.
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Whilst the Master Plan was adopted by Council, the resolution also included a direction
for investigations to be undertaken into interim options for a management structure to
oversee the implementation of the Master Plan.
Previous Council Decision Dates:
The Master Plan was adopted by Council at its meeting of 17 December 2014.
Report
Present Arrangements
The Greater Bendigo City Council is the Committee of Management (CoM) for the
Rosalind Park Recreation Reserve and so, as is the convention, its management falls
within the day-to-day operations of different and specialist parts of the City of Greater
Bendigo. Reporting to Council by the relevant service unit occurs from time to time;
usually in relation to a particular issue or proposal. These arrangements, despite certain
advantages, have meant that, unlike other CoM structures, there are not regular
meetings of a dedicated group of people (Council or otherwise) to provide strategic
oversight.
In early 2014, the initiative was taken by relevant service units to collaborate in a
reframing and clarification of respective roles and responsibilities, not solely related to
Rosalind Park, but for all of the citys open spaces. The division of responsibilities has
been clarified and the conditions where coordination is required established. In
summary, Public Space Design is responsible for public open space design, Parks and
Natural Reserves is responsible for the maintenance of public open spaces, Active and
Healthy Communities are responsible for managing the use and user groups and
Building Services is responsible for the management and maintenance of all buildings
and structures within open spaces. Where there are overlapping interests on an issue,
the relevant teams collaborate to agree on a solution. These arrangements are now
being actively implemented.
An Existing Benchmark
The City of Greater Bendigo initiated new governance arrangements for the Bendigo
Livestock Exchange with the establishment of a Reference Group to provide a forum for
relevant stakeholders to collaborate in raising, discussing and resolving strategic issues
related to the facility, its operation and its place in the context of activity and change in
the wider industry.
Important characteristics of the Reference Group to note are:
Scope: Advisory function only, with a focus on strategic issues and cross-disciplinary
sharing and collaboration. It is not a forum for detailed operational matters, nor is it a
decision-making body.
Membership: Wide-ranging internal and external representation, including stock agents,
drovers, transporters association, farmers / primary producers, the meat processing
industry, animal welfare, and internally the Director Presentation & Assets, Manager
Works, Livestock Exchange Manager and Maintenance Supervisor.
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Membership:
Operation:
Reporting:
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Next Steps
Further internal discussion and coordination is needed to resolve several issues which
include:
1. Drafting the terms of reference;
2. Determining the internal membership of the group;
3. Determining the preferred process by which external membership should be sought
(e.g. by direct invitation, by expression of interest); and,
4. Assigning responsibility for the administrative and convening functions to a service
unit.
A representative from Council must also be nominated to fulfil the role of Chair and to
provide a direct line of communication back to Council as the Committee of
Management.
The scheduled timing of a first meeting of the Group should be subject to ensuring that
there are sufficient and appropriate issues to provide an ongoing agenda for discussion.
At present there is only limited activity related either directly or indirectly to the
implementation of the Master Plan. The two main examples are technical investigations
(water quality, depth contouring, water source verification, etc.) related to the former
Municipal Baths, following Councils budget allocation for this work, and an application to
the Department of Justices Public Infrastructure Grant for works to improve public safety
in the laneway that links Barnard Street to Gaol Road (running alongside the former
Municipal Baths), including lighting, vegetation removal, artwork and fencing upgrades.
Resource Implications
Budget Allocation in the Current Financial Year: Nil
Projected costs for future financial years: Support for the governance structure as
proposed will require contribution of officer time on a recurring basis for administration,
preparation and meeting attendance.
Conclusion
The Rosalind Park Recreation Reserve Precinct is one of the Citys most significant and
complex public space assets.
New governance arrangements are needed to
strategically manage change within the Park Precinct, consistent with the recentlyadopted Master Plan. The setting up of a Reference Group combining various specialist
skills from within the City of Greater Bendigo with the knowledge and interest of
community-based participants is considered to be a suitable response for interim, until
such time as an alternative approach is identified as part of the forthcoming Public Space
Plan.
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RECOMMENDATION
That the Greater Bendigo City Council resolve:
1. To establish a Reference Group for the purpose of providing strategic governance for
the Rosalind Park Recreation Reserve Precinct and that a further report
recommending the appointment of community members be presented to Council.
2. To adopt the Interim Governance Structure as contained in this report.
3. To initiate an expression of interest or direct invitation process to attract community
representatives to the Reference Group.
4. To nominate Councillors Williams & Cox to the Reference Group, with Cr Williams to
be the Chair.
5. To investigate, as part of the forthcoming Public Space Plan, options for a
governance model which could be applied to the Citys public spaces.
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69
Document Information
Author
Responsible
Director
Summary/Purpose
This report provides further information on the cast iron conservatory and recommends it
be retained for future reconstruction at the Bendigo Botanic Gardens, White Hills.
Policy Context
Council Plan Reference:
City of Greater Bendigo Council Plan 2013-2017 (2015-2016 Update):
Theme: 2
Action 2.1.3
Theme: 3
Strategy 3.1
Theme: 5
Sustainability
Strategy 5.2
Background Information
At their Ordinary Meeting on 24 August 2015 Council considered a report on the Cast
Iron Collection and resolved to retain the cast iron conservatory until an additional report
on the conservatory is presented to Council.
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Evidence of a conservatory in the Gardens that was lost in the 19th century.
The conclusion that the loss of early conservatory buildings jeopardises the
Gardens cultural significance.
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The citation for the 2012 AILA Award reads this body of work is an extremely
comprehensive assessment of all the layers that contribute to a public park. The
resultant master plan responsively and responsibly interprets these layers and
formulates them into a vision that will celebrate the past, appreciate the present and
embrace the future. The depth of understanding and commitment to the gardens is
clearly shown in the end result: a document that will result in a lasting legacy for the
community, the region and in fact, botanical gardens and arboreta nation-wide.
Future reconstruction of the conservatory
Prior to the Council Meeting of 26 August 2015, the feasibility of CoGB erecting the
conservatory was challenged, given that not all the original pieces remain. The master
plan acknowledges that the conservatory is currently in parts and is incomplete and this
is factored into the master plan, including the cost of reconstruction (detailed later in this
report).
There are two methods that could be used to reconstruct the conservatory given the
parts remaining. Both methods are acceptable according to Australias best-practice
guidelines for managing heritage places (Australia ICOMOS Burra Charter 2013):
1. Reproduction of the original structure as per photo evidence, by replicating existing
pieces as required.
2. A contemporary design that incorporates, showcases and interprets the remaining
old pieces, e.g. exhibiting the partial, remnant structure within the new building
design.
Neither of the above methods requires a complete set of pieces and the cost difference
of the two methods is negligible. The estimated 30% of the original pieces of the
conservatory that remain is not a barrier to the conservatorys reconstruction.
On the contrary, method two (above) is, if anything, an exciting design opportunity to be
creative and display the heritage parts within the context of the Gardens (and Bendigos)
fascinating past and exciting, promising future.
Priority/Importance:
Importance
The cast iron conservatory that originated in the RBGM in the 19 th century, and is owned
by CoGB is highly important to implementation of the Bendigo Botanic Gardens Master
Plan.
Priority
Both the Bendigo Botanic Gardens Master Plan and the Heritage Significance
Assessment and Strategy recognise that reconstruction of a conservatory within the
Gardens is a long term priority.
The master plan sets the expectation that the conservatory will be the last component of
the plan to be implemented, essentially completing the project. It is important that this
long term priority is not lost sight of.
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RECOMMENDATION
That Greater Bendigo City Council, having considered the heritage significance of the
cast iron conservatory and the Bendigo Botanic Gardens Master Plan, resolve to:
1. Retain the conservatory parts for implementation of the Bendigo Botanic Gardens
Master Plan, 2010 (5.2.11 Cast Iron Conservatory).
2. Acknowledge that CoGB officers will present the significance of the conservatory to
the Bendigo Botanic Gardens to the Heritage Advisory Committee meeting to be held
on 18 February 2016.
3. Acknowledge that CoGB officers will relocate the conservatory parts to the Reservoir
Road shed in Kennington when space becomes available.
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81
3.1
Document Information
Author
Responsible
Director
Summary/Purpose
To inform Council of the progress to achieve the objectives and actions of the Greater
Bendigo Public Health and Wellbeing Plan 2013-2017 (MPHWP).
Policy Context
Conducting an annual review of the Municipal Public Health and Wellbeing Plan is a
statutory requirement of councils under the Public Health and Wellbeing Act 2008.
Section 26 (4) of the Act states that: A Council must review its municipal public health
and wellbeing plan annually and if appropriate amend the plan.
The Local Government Act 1989 states the primary objective of Local Government is to
endeavour to achieve the best outcome for the local community, having regard to the
long term and cumulative effects of decisions. To this end local councils need to have
regard to the social, economic and environmental viability and sustainability of the local
area and the overall quality of life and wellbeing of the people in the local community.
Council Plan Reference:
Council Plan 2013-2017 (updated 2015/2016)
Theme 3 Presentation and Vibrancy
Strategy 3.1 Greater Bendigo has attractive and accessible parks, public places
and streetscapes that are widely used, and enable people to be healthy and active.
Strategy 3.5 People are supported to learn about and make decisions that enable
them to be safe and the healthiest they can be.
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Background Information
The Public Health and Wellbeing Act 2008 requires Local Government to prepare a
Municipal Public Health and Wellbeing Plan (MPHWP) every four years. Each Council
has a responsibility to protect, improve and promote public health and wellbeing within
their municipality. The MPHWP is a strategic plan that sits alongside and integrates with
the Council Plan and the Greater Bendigo Municipal Strategic Statement (within the
Planning Scheme), as well as other integrated health promotion plans of community
health providers.
Previous Council Decision Dates:
September 2012 Council endorsed a program of community engagement for the
development of the new MPHWP.
March 2013 Council considered the progress in achieving the actions in the Health and
Wellbeing Plan 2009-2013.
September 2013 Council resolved to endorse the draft MPHWP 2013-2017 and The
Wellbeing Charter for the purpose of inviting community comment.
October 2013 Council adopted the final MPHWP and signed Wellbeing Charter.
November 2014 Council endorsed the report on the first year annual review of the
MPH&WP
Report
Conducting an annual review of the Municipal Public Health and Wellbeing Plan is a
statutory requirement of councils under the Public Health and Wellbeing Act 2008.
Section 26 (4) of the Act states that: "A Council must review its municipal public health
and wellbeing plan annually and if appropriate amend the plan".
The legislation does not prescribe what a review might entail, however Section 25 (5)
states: "despite subsection (2)(c), a Council is not required to provide for the involvement
of people in the local community when reviewing or amending a municipal health and
wellbeing plan under subsection (4)".
To ensure that actions remain the best way for Council to invest in health and wellbeing,
the review means making sure that the actions identified under the Plan are being
implemented satisfactorily.
The annual review provides the opportunity for Council to identify and follow up actions
that have not started or that need refinement; to reduce or conclude actions that might no
longer be necessary and to commence new activities in response to newly identified
needs. This will ensure that the Plan actions are delivered and relevant over its four year
life.
The review will also serve other purposes such as: reporting and celebrating
achievement; informing other relevant plans and policies; strengthening networks and
partnerships; and influencing resource allocation.
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84
Opportunities for physical activities undertaken such as Play in your Park, TeamUp
physical activity connection tool, Game Plan series, Be a Trailblazer, Lets Walk
Eaglehawk social marketing campaign, Ride for Dad, Funloong Fun Day, free bike
parking at events, Heathcote Community Games, standing meeting tables, City of
Greater Bendigo Bike Fleet and the development of Active Travel Healthy Kids Guide
for schools.
Accessible information provided on programs such as Active April, Walk the Block,
Walk to School, Ride2School, Ride2Work etc.
New legislation for smoking bans around outdoor areas and within entrances to
certain public buildings and schools. Funding has been received to undertake
compliance/proactive action.
Enforced legislation about cigarette sales to minors, point of sales advertising and
smoke free venues.
Planning for an Aquatic Centre at Kangaroo Flat.
Epsom/Huntly Recreation Reserve development completed.
Aquatic Play Park opened at Long Gully.
The Healthy Together Bendigo program achievements include the Active Living
Census, Healthy Food Connect Food Security Report, Healthy Supermarkets
research project commenced, 65 childrens services and 53 workplaces undertaking
the Achievements Program, Healthy Communities community grants category,
Connect with Cooking course, creation of Golden Plate Awards Healthy Choices
category, Bendigo Business Excellence Awards Healthy Workplace and delivery of
Jamies Ministry of Food cooking course.
Mental Health The City participated in a sector development group called Mental AZ, which is auspiced by Bendigo Loddon Primary Care Partnership. Other activities
include: Be Brave, speak up event, promotion of the R U OK campaign and
exploration of partnership opportunities with the HALT Program.
The implementation of actions of the Municipal Public Health and Wellbeing Plan is
undertaken annually.
Council has recently adopted the Community Access and Inclusion Plan to meet its
obligations under the Disability Act.
A Community Safety Strategy has been developed.
Both the Residential Development Strategy and Connecting Bendigo Integrated Land
Use and Transport Plan with a strong focus on health, has been adopted by Council
and work has commenced on the Housing Strategy.
Workshop offered bi-annually to assist community groups with seeking grants.
Childhood immunisation rates continue to be above Victorian rates.
The Municipal Early Years Plan is nearing completion.
The Director of Community Wellbeing is the Citys representative in the First Quarter
Governance Group.
The Aged and Disability Services review was completed in 2013 - all services were
reviewed and recommendations implemented.
Council supported the establishment of the Marong Community Hub at the former
Marong Pre-School.
Checking and changing of smoke detector batteries is embedded into the
assessment and safety check conducted for HACC clients.
Bendigo Regional Food Alliance has been established and is currently identifying key
projects.
Economic Development Strategy being implemented.
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This reinforces the role local government plays in the health and wellbeing of the
community.
RECOMMENDATION
That the Greater Bendigo City Council resolve to endorse the report on the review of the
MPHWP in accordance with legislative requirements.
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3.2
87
Document Information
Author
Responsible
Director
Summary/Purpose
To report to Council on the actions undertaken as part of the Positive Ageing Strategy
2011-2014, and advise that the Plan has come to the end of its life.
Policy Context
Council Plan Reference:
Council Plan 2013-2017 (Updated 2015/2016)
Theme 3 Presentation and Vibrancy
Strategic Objective Greater Bendigo is a child friendly city where people report
improved health and wellbeing and they can feel safe.
Background Information
Council adopted the Positive Ageing Strategy at its Ordinary Meeting on 9 February
2011. Since that time actions in the Plan have been implemented.
The City developed the Positive Ageing Strategy to clearly outline to the community,
stakeholders and other government departments and agencies its multifaceted role in
facilitating a high quality of life for older people. This involves planning, direct service and
facility provision, partnerships and collaboration with local and regional service providers,
and advocacy to other tiers of government to address current and emerging needs of
older people.
The City can contribute to Positive Ageing through its roles:
As a regulator of public health;
As a planner, designer and regulator of the built environment (public and private
realm)
As a provider of community facilities, public amenities and community;
As a provider of support services;
As a partner in community building; and
As a leader and advocate for resources to support the growing community of Greater
Bendigo.
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In addition to the direct service provision of HACC, the City of Greater Bendigo has a
range of other functions that directly and indirectly have a positive impact on the
wellbeing of older adults such as statutory planning, design of public space and arts and
cultural events. An integrated approach to planning meant that the Strategy included the
roles and functions that Council has in contributing to positive ageing.
The Positive Ageing Advisory Group which comprised of older people, representatives
from the City and service providers delivered extensive and positive contributions to the
development of the Positive Ageing Strategy.
In adopting the Positive Ageing Strategy a recommendation to continue the Positive
Ageing Advisory Group was endorsed and that this group's role would be to:
Oversee the implementation of the Positive Ageing Strategy;
Provide information and strategic advice to the City of Greater Bendigo on matters
affecting the needs, interests and wellbeing of older people within the Municipality;
Act as a point of referral for the exchange of information and views between
community and the City of Greater Bendigo on issues of interest of older people.
The City has supported and managed this group since February 2011. The group has
provided valuable and critical input into the Councils strategic planning. Currently the
Positive Ageing Strategy is at the end of its life and a decision is yet to be made on the
development of the new plan. So the Positive Ageing Advisory Group is now in
recession pending a review of the role and function of the group.
Previous Council Decision Dates:
16 December, 2009 resolved to develop a Positive Ageing Strategy
10 November, 2010 draft Positive Ageing Strategy
9 February 2011 Positive Ageing Strategy adopted by Council
Report
The concept of getting older is changing; not only do the demographics show that the
proportion of the population over 55 years of age is increasing, they also have very
different expectations, social needs, political perspective and lifestyles than previous
generations. The ageing population is a consequence of many things such as low
fertility, increased longevity, medical breakthroughs and better management of
previously fatal chronic diseases. People are enjoying better health, allowing them to
work longer, enjoy their retirement, participate in, and contribute to the community.
Older people come from diverse social and cultural backgrounds. The health and support
needs of a 65 year old are often very different from an 85 year old person. This diversity
in age, health, social and economic backgrounds means that older people have a wide
range of and varying levels of health and wellbeing requirements to be addressed in this
Strategy. The local impact of the forecast growth in the number of older people is likely to
result in a rise in demand for aged and community care services and increased use of
local infrastructure such as community and cultural facilities, footpaths, trails and public
spaces. It is important that Council plan for and respond to the needs of older people.
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o
o
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Transport
Older people will have access to suitable and flexible transport to enable them to lead
active and fulfilled lives.
o Information on all available transport options.
o Public Transport Vic is currently reviewing Bendigo Bus routes and timetabling.
o Extra Train services to Melbourne has just been announced
o Travellers Aid is available at Southern Cross
o Access Maps are available
o Scooter recharge and safety information is available
o Parking in Bendigo a handy guide provides details on disabled parking.
o Access to the new Hospital has been considered in the Hospital Structure Plan.
o Flexible community based transport.
o Getting around Portal was launched in April 2014.
o Public transport that meets changing local needs.
o The CoGB Integrated Land Use and Transport Plan due to be released in
September.
Progress:
The current Positive Ageing Strategy has reached the end of its life; discussions with the
Positive Ageing Advisory Group, Councillors, Community Partnerships and Strategy will
continue, to clarify the future role of the Positive Ageing Advisory Group and also identify
if there is a need for a new plan to be developed in the next financial year.
Risk Analysis:
The City plays an important role in promoting positive and active ageing in the
municipality. If the Plan was not implemented, there would be a high risk of not achieving
this. Also if resources are not allocated to actions within the Plan, there is a risk of
actions not being implemented to their full extent or in some cases, not at all.
Consultation/Communication
Certain actions within the Positive Ageing Strategy required community consultation.
The level and extent of consultation depended on the action.
Resource Implications
In actioning the Positive Ageing Strategy, the City played many and varied roles. Some
actions required resource allocation through the annual budget process.
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Conclusion
The Positive Ageing Strategy has now come to the end of its life. The implementation of
the Plan has been substantial with many key actions completed. Further work and
possible development of a new plan will be considered in early 2016, at this time a report
will be presented to Council for consideration.
Attachments
1.
The City of Greater Bendigo Positive Ageing Strategy Progress Report 2015.
RECOMMENDATION
That the Greater Bendigo City Council resolve to:
1.
Endorse the Positive Ageing Strategy Actions that have been implemented over the
life of the plan.
2.
Acknowledge that the Strategy has come to the end of its life and is now completed.
3.
Acknowledge the great work and time volunteered by the members of the Positive
Ageing Advisory Group and to thank them publicly for their time, contribution and
support to the City over the past four and half years.
4.
Maintain support for positive ageing and work with the existing committee members
to review the terms of reference for the Positive Ageing Advisory Group, with the
intention to re-establish the group in 2016.
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3.3
93
Document Information
Author
Responsible
Director
Summary/Purpose
To report to Council on the actions undertaken as part of the Violence Prevention Plan
2012-2015, and advise that the Plan has come to the end of its life.
Policy Context
Council Plan Reference:
Council Plan 2013-2017 (Updated 2015/2016)
Theme 3 Presentation and Vibrancy
Strategic Objective Greater Bendigo is a child friendly city where people report
improved health and wellbeing and they can feel safe.
Background Information
Council adopted the Violence Prevention Plan at its Ordinary Meeting on 15 August
2012. Since that time actions in the Plan have been implemented.
The Greater Bendigo City Councils policy position on violence prevention is that:
"Greater Bendigo City Council understands violence in any form is a serious and
preventable health issue for the Greater Bendigo community and does not condone the
use of violence in any form towards any member of the community.
Working in partnership with the community and key service providers, we can create a
municipality that is gender equitable, respectful and inclusive. We can do this as a role
model and by raising community awareness, providing information, creating inclusive
community settings, and fostering respectful attitudes and relationships."
Previous Council Decision Dates:
15 August 2012 Violence Prevention Plan adopted by Council
14 November 2012 Position statement signed by Council
29 May 2013 Progress report to Council
10 September 2014 Progress report to Council
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Report
The Violence Prevention Plan is the Citys commitment to not condone, commit or
remain silent about any form of violence in our community. The Plan is based on two
objectives:
Objective 1:
The City of Greater Bendigo will develop a range of strategies in partnership with other
organisations, networks and community members designed to increase awareness and
community endorsement to prevent violence, and assist those affected by violence to
find the services they require. This is an outward looking objective designed to increase
community knowledge and capacity to prevent violence.
Objective 2:
The City of Greater Bendigo will be a role model in the adoption of organisational
strategies to reduce the risk of violence in the community and which increase staff
awareness of services available to provide direct assistance for those affected. This is
an inward looking objective designed to increase the competency of City of Greater
Bendigo staff to prevent, recognise and manage violence against others appropriately.
The action plan for the Violence Prevention Plan includes three key prevention
strategies:
1. Changing attitudes and behaviours;
2. Fostering organisations, communities and cultures that are gender equitable and nonviolent; and
3. Promoting respectful and gender equitable relationships between men and women,
boys and girls.
Reporting on the progress of implementation of adopted strategies and plans is an
important component of the monitoring and evaluation of Citys activities and
achievements.
The Strategy Unit developed the Plan and monitors its implementation.
The
implementation of actions, however, falls across a range of units across the organisation.
The attached report has been taken directly from the City's reporting software, Interplan
with minimal editing and formatting. It must be noted that due to the change in reporting
software in 2014, earlier comments made on the Plans actions have not been rolled over
to the new software.
Key achievements from Violence Prevention Plan 2012-2015 are:
The Citys Enterprise Agreement contains provisions relating to the support available
for staff experiencing domestic violence; this reflects the Citys commitment to
endorse the Prevention of Domestic Violence policy
The Achieving respect and gender equality in Greater Bendigo position statement
adopted and signed by Council as part of their ongoing commitment to not condone
any form of violence in the community and their want for the community to be gender
equitable, respectful and inclusive
Preventing violence against women and children in the community is a priority focus
area in the Community Safety Strategy 2013-2016
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Maternal and Child Health nurses and key contact officers for staff were trained about
how to handle disclosures of family violence and to provide them with information
about referring clients to the correct agencies
Pocket sized brochures which provide contact details for family violence services
were distributed throughout the municipality including public toilets and maternal and
child health centres
A high proportion of staff undertook the Take a Stand training; 364 staff attended
the first session and 188 staff attended the follow on sessions two and three
There is also considerable work happening in the area of family violence within the
municipality that is not driven by the City. One example includes a Regional Plan being
developed by Womens Health Loddon Mallee.
Progress:
With the current Violence Prevention Plan approaching the end of its life, a new plan is
currently being developed. The new plan will have a greater focus on gender equity and
respectful relationships due to its direct link to family violence. Areas that will be explored
further include:
Concentrating on primary prevention
Ensuring our own organisation is equitable and respectful
Investigating the need for a gender analysis on services
Risk Analysis:
The City plays an important role in promoting a respectful and gender equitable
community. If the Plan is not implemented, there is a high risk of not achieving this. Also
if resources are not allocated to actions within the Plan, there is a risk of actions not
being implemented to their full extent or in some cases, not at all.
Consultation/Communication
Certain actions within the Violence Prevention Plan required community consultation.
The level and extent of consultation depended on the action.
Resource Implications
In actioning the Violence Prevention Plan, the City played many and varied roles. Some
actions required resource allocation through the annual budget process.
Conclusion
The Violence Prevention Plan has come to the end of its life. The implementation of the
Plan has been substantial with many key actions completed. This reinstates the Citys
commitment to violence prevention in the community. Work will shortly commence on the
development of a new plan.
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Attachments
1.
The City of Greater Bendigo Violence Prevention Plan Progress Report 2015.
RECOMMENDATION
That the Greater Bendigo City Council resolve to endorse the Violence Prevention Plan
Actions that have been implemented over the past three years.
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PRODUCTIVITY
4.1
Document Information
Author and
Responsible
Director
Summary/Purpose
The purpose of this report is to provide Council and the community with a bullet point
summary regarding progressive implementation of Councils Economic Development
Strategy. Council will recall that it agreed to receive such updates every six months.
Policy Context
Council Plan - Action item 2.5.5: Develop Economic Development Strategy
Background Information
The Economic Development Strategy provides direction and promotion of the many and
varied initiatives considered most necessary to be implemented by and for the Greater
Bendigo community to ensure continued growth, vibrancy and diversification of our
economy for the next decade and beyond.
Responsibility for implementation of these priority initiatives is spread across Greater
Bendigo's public, private and community business sectors and across the organisation
where relevant to the City of Greater Bendigo itself.
The Strategy has been drafted to encourage and promote City of Greater Bendigo,
Victorian and Australian Government, private and community sector investment into a
series of priority actions that when combined will generate real "game changing"
outcomes for our region.
The Strategy indicated that it will remain "broad in focus and pointed towards 2020, but
will have associated with it detailed Implementation Action Plans considered and
endorsed by Council every two years for the next six years (Economic Development
Strategy 2014-2020 p.14)". To ensure that the Strategy is dynamic and responsive
rather than wait every two years, various plans and initiatives that require Council input
will be brought to Council as and when required throughout every year. Resourcing of
various plans and actions will be considered each year as part of budget processes.
Many plans and initiatives are of an operational nature and staff will progress the
initiatives with relevant stakeholders.
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The majority of identified initiatives identified in the strategy are likely to be implemented
by other levels of government, the private sector, not-for-profit and broader community
sectors, as well as in many instances a combination of sectors, rather than the City of
Greater Bendigo itself. The City's job in largest part is to be a consistent and
professional advocate and enabler of local government and community effort.
Strategy Implementation - Progress Update
It is considered that good progress is being made to date. Particular notable recent
initiatives / matters of recent progress include the following:
Announcement by the Australian Government of the $1.5 billion Hawkei
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Completion and staged opening of the Victorian and Australian Government funded
Regional Rail Project in Western Melbourne
Release of the new Victorian Governments Regional Growth Fund and Regional
Jobs Fund (designed to support local economic development initiatives)
Release of designs for the Victorian and Australian Government funded major
Ravenswood Interchange a major infrastructure project for our region
Announcement of Victorian Government support for the Bendigo Metro Rail Study
Project
Completion of Stage One of the Marist Brothers College in Maiden Gully
Completion of the latest major stage of the expansion of Girton Grammar School
Bendigo
Continued attraction, retention and development of a year-round program of major
events for Greater Bendigo (many and varied)
Recent announcement by the City and the Victorian Government of the first in a
series of new major international art exhibitions at and by Bendigo Art Gallery
Announcement by the Victorian Government of the establishment of a dedicated
Tech School in Bendigo one of ten across Victoria
Announcement by the City of Greater Bendigo of the formal commencement of
construction tender processes for over $62 million of works across three major
projects Bendigo Airport, Aquatic Centre and Bendigo Stadium.
All of these initiatives are referenced and supported in Councils Economic Development
Strategy.
RECOMMENDATION
That the Greater Bendigo City Council note the progress being made with respect to the
implementation of the Economic Development Strategy: 2014 - 2020 and request its next
strategy implementation update be presented to Council in March next year.
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101
Document Information
Author and
Responsible
Director
Summary/Purpose
The purpose of this report is to brief Council on the preparation of a study/strategic plan
recently completed for and by the Bendigo Trust into its future tourism tram operations in
Bendigo.
A copy of the full study report has been circulated separately to Councillors. The study
was a collaborative undertaking between several entities and was in largest part funded
by the Victorian Government.
The study considered issues relating to possible commuter service viability, extension
and direction of existing track and potential marketing opportunities that exist with
additional infrastructure and operational budget capability.
The study and key recommendations have been concluded after analysis and
consideration among stakeholders to identify and help resolve current issues and
limitations. The key findings identify that the business case for a commuter service and
any extension of track is not able to be justified at this time due to costs, current and
future road usage, budget feasibility and non-alignment with the primary tourism purpose
of the Trusts tram services.
There is however strong merit in infrastructure investment being progressively made to
support and revitalise the Tramways through current roadway traffic conflict resolutions
and through at least two additional tram stops being built in the near future at key tourism
attraction locations. This will provide the impetus for the Tramways to be the glue that
links together a range of other tourism and cultural attractions in central Bendigo.
Additionally, the study findings identify some marketing opportunities that exist for the
Tramways in timetable scheduling, themed event trams and product innovation, which
are also aligned to wider tourism efforts in creating a more unique point of difference to
enhance Bendigos overall tourism appeal.
Policy Context
Council Plan
3.3 Greater Bendigo is a community that values its heritage and supports arts and
cultural experience
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The track is predominantly single track, with sections of double track along Pall Mall and
two passing loops. The existence of predominantly single track creates conflicts between
cars and trams where the track shares the right turn lane in both directions.
Talking Tram Tour is the primary product of the Tramways, with secondary product
including the 976 restaurant tram and the tram depot and workshop tour.
The Talking Tram Tour tickets are priced at $17.50 for adults, $16 for concession and
$11 for children and $51 for a family. Tickets are available that include entry/tours to
other Bendigo Trust attractions, through Bendigo Experience Pass tickets. Packages
are also available at times in conjunction with Bendigo Art Gallery.
Tramways visitation has remained relatively stagnant from 2002/03 to 2011/12 (includes
tours and specials), averaging approximately 43,400 patrons per year. Patronage
generally peaks in January, with the lowest visitation typically occurring in February,
August, May and June.
ISSUES AND OPPORTUNITIES
Unique and Iconic
The Bendigo heritage trams provide a unique point of difference for Bendigo as a
regional tourist destination and complement the cultural and heritage tourism offer of
Bendigo. No other regional destination in Australia can offer the same authentic heritage
tram experience within the layer of the broader cultural heritage experience of Bendigo
itself. The heritage trams are critical to this point of difference. Using the W-Class trams
to provide the Talking Tram Tour significantly affects the Bendigo Tramways point of
difference. It also poses an issue in terms of value for money, given the Melbourne City
Circle tram is a free service. The W-Class trams should therefore be utilised to generate
revenue via alternative avenues.
The heritage trams are a relative icon of Bendigo and their status arguably should be
elevated. The Tramways will however need to increase market awareness, improve the
value proposition as well as linking more effectively with the broader heritage, arts and
culture product and branding of Bendigo to increase its iconic status.
The current product offer of the Bendigo Tramways is arguably outdated and requires reinvigoration to appeal to various market segments and to respond to increasing visitor
demand for high quality tourism experiences and to increase the value for money of the
product offer.
Stagnant patronage
The Tramways patronage has been stagnant for the past ten years, averaging
approximately 43,400 per year. The stagnant patronage levels places increasing
pressure on the Tramways revenue and profitability. The Tramways have offset this
through increasing revenue from contract maintenance, repairs and restorations. It is
essential that Tramways patronage increases in order to ensure the long term viability
and sustainability of the Tramways operations.
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Opportunity Cost
It is critical that the Tramways remain as a financially sustainable tourism product in
Bendigo. If the Tramways operations ceased, there would be a significant economic
opportunity cost for Bendigo and Victoria including a loss of visitors currently
experiencing the Tramways product, loss of a key heritage tourist attraction and loss of
the synergies between the Tramways and other heritage attractions; loss of a key
regional tourism point of difference and loss of branding and marketing potential; loss of
direct jobs involved in the Tramways and flow on effects in the local economy; loss of
skills, unique to operating, repairing, maintaining and restoring heritage trams; loss of
tourism jobs as a result of reduced in-region expenditure; and loss of opportunities for
volunteers currently associated with the Tramways.
Traffic Conflicts
The existence of predominantly single track creates traffic conflicts between trams and
vehicles. These are primarily created through the existence of right hand turn lanes on
tram tracks. These traffic conflicts can cause lengthy delays to the trams and create
safety issues, significantly affecting the service delivery. This reflects poorly on the
experience for visitors. This issue is only likely to compound with inevitable increasing
traffic volumes in Bendigo.
These traffic conflicts should be addressed through infrastructure changed that facilitate
safe passage for trams and road users and increase the uninhibited operation of the
Tramways.
Diversifying the Product
There are currently 23 vintage trams in the fleet plus one custom fit restaurant tram. The
Talking Tram tour is the primary product offer of the Tramways, which has remained
relatively unchanged over the years. The Talking Tram tour is tailored to each heritage
tram but essentially the remaining commentary is the same for all trams. The Tramways
is therefore not capitalising on extracting value from various market segments and
groups. The lack of diversity in product offer and experiences may be deterring
patronage and repeat visitation.
The current Tramways tourism experience is in need of reinvigorating in terms of
providing new and innovative experiences which cater to a variety of market segments
and audiences. Potential market segments could include school groups (primary and
secondary), families, retirees, corporates, tram enthusiasts and international visitors.
PRODUCT ENHANCEMENT STRATEGIES
1. Extension of the Tramways Narrative
There is opportunity for the Tramways to build upon and extend the Tramways narrative.
This would involve telling a variety of different stories which cater to different market
segments. Potential narratives could include:
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Coincide with Festivals and Events Themed trams could coincide with major festivals
and events. Festival themes trams may include Bendigo Easter Festival, Chinese New
Year, Blues and Roots Festival, Fashion Festivals, National Sheep and Wool Show, New
Moon Festival and other cultural festivals.
The Trams could be utilised to promote festivals and or event in the weeks leading up
and during the festival/event. Theming trams to particular events should be done in
collaboration with the organisers of the event to create mutually beneficial partnerships.
Coincide with Major Exhibitions and Shows There is also an opportunity to provide
themed trams which coincide with major exhibitions at Bendigo Art Gallery and major
shows at The Capital and Ulumbarra Theatre. These trams would also create awareness
of the exhibition to visitors and contribute to the overall visitor experience. This would
contribute to the marketability of the exhibition/show and create a greater market
presence within Bendigo. This would also enable a greater opportunity for package deals
associated with major exhibitions and shows.
These trams could operate in much the same was at the Art Trams currently do in
Melbourne.
Guided tours There is opportunity to introduce a guided tour to the Tramways product
and it is understood that Bendigo Tramways is considering the possibility of at least one
daily guided tour. This would provide a more personalised and authentic tour for visitors.
The guided tour could be operated on a trial basis to gauge visitor satisfaction in
comparison to the current Talking Tram tour.
Night Trams There is potential for a night tour to showcase Bendigo at night. This could
be in the form of a ghost tour to appeal to the family market and / or one that serves
drinks and canapes to appeal to a singles and couples market (run at twilight).
Food & Wine Trams - There is an opportunity to introduce year round themed trams
which appeal to food and wine visitors. This could include Trams which provide a tour
with local craft beer /cider and/or wine and local produce. This Tram would appeal to
visitor markets as well as local Bendigo residents.
The Bendigo Craft Beer and Cider Festival and Oktoberfest in Bendigo are two key
events in during which a local craft beer themed tram could operate. This would also help
increase awareness of the event.
Outsourcing the operation to private operators may generate revenue for the Tramways
while ensuring the operation of the product is undertaken by hospitality business with the
appropriate experience and resources.
6. Increase the range of Special Events Trams
There is opportunity to introduce a greater range of special event trams that can appeal
to different users.
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The corporate market could be captured by providing a tour service for business function
delegates. This type of tour would provide a value add to the function, providing
delegates with the opportunity to socialise and network. The tour would also provide
corporate visitors with an easy way to explore Bendigo, particularly if time is a constraint.
A party tram would need to offer more than a standard tour. These tours would need to
value add by including catering, provision for music, adequate seating, appropriate
lighting and decoration.
7. Link to existing Walking Packages
The Tramways tour could link to existing walking tour packages provided at the Bendigo
VIC. These tours are free, however they provide a value add to visitors who would like to
explore the city by foot from various Tramways stops.
8. Increase the Number of Stops
There is opportunity to add stops to the current Tramways route to better service
Bendigos tourism and commercial precincts. New stops would also increase the value
proposition of the tour.
New stops would generate greater exposure to visitors of tourism attractions and
businesses along the current tram route. Coupled with an increase in frequency, the hop
on hop off nature of the tour would be more viable and flexible. A greater number of
stops is likely to increase visitor dispersal along the tram route and likely to leverage
greater expenditure by visitors at local businesses and attractions. Additional stops on
the current Tramways route may include for instance:
1. Sacred Heart Cathedral and future Aspire Precinct
The Sacred Heart Cathedral is a major tourist feature in Bendigo and is a focal point
across the inner Bendigo area. The planned development of the Aspire Precinct,
fronting High Street will provide a gateway to the precinct and to Sacred Heart Cathedral.
This presents a unique opportunity to provide a tram stop that aligns with the Sacred
Heart Cathedral.
Presently, the closest stop to the Cathedral is located on Pall Mall, north of Mitchell
Street. This stop is well outside a reasonable 400m walkable radius and mitigates
against Tramways patrons including the Sacred Heart Cathedral within the tour.
2. Golden Dragon Museum (Mundy Street intersection with Pall Mall)
The Golden Dragon Museum is currently not serviced by a Tramways stop. The nearest
stop is located on Pall Mall at the juncture of Mitchell and View Street, which is not within
a reasonable 400m walkable catchment of the museum.
There is opportunity to locate a new stop outside the recently completed taxi rank and
toilet facility at the juncture of Pall Mall and Mundy / Bridge Street. The inclusion of a stop
here would service the Golden Dragon Museum, provide greater access to areas of the
CBD and Rosalind Park and provide greater viability for the hop on hop off service.
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Given the location of the recently established taxi rank, at the juncture of Pall Mall and
Bridge Street, a new tram stop could provide the opportunity for a signalised pedestrian
crossing to the taxi rank. The inclusion of a signalised pedestrian crossing would
increase the safety of pedestrians wanting to access the taxi rank or the public toilets.
Anecdotally, students from Bendigo Senior Secondary College also cross the road at this
point to access shops during lunch time and after school hours. A tram stop and
integrated pedestrian crossing at this location would therefore be of benefit to the
Bendigo community as well as Tramways patrons.
A new tram stop at this location would also better service the Conservatory Gardens in
Rosalind Park and to some extent the recent development of the Ulumbarra Theatre.
9. Track Duplication
The opportunity exists to implement a duplicated track along the current tram route:
Traffic Conflict Resolution
Many of the tram/traffic conflicts arise due to the provision of single tram track. The
introduction of duplicated track would resolve these issues, particularly relating to
conflicts which arise due to right hand turn lanes located on tram tracks.
Increased Frequency of Service
The introduction of duplicated track would remove the existing restriction on frequency of
tram services. This is particularly important between Myrtle Street and Mitchell Street
where the current track allows for a maximum of a 20 minute service frequency.
Duplicated track would provide an even greater level of achievable service frequency.
Full duplication of track would facilitate services of at least 10 minutes. This would also
facilitate a greater ability to promote the trams as a hop on hop off service.
Traffic Flow and Safety
Duplicated track would facilitate greater flow of traffic and tram movement which would
increase road safety for all users. Duplicated track would also provide certainty to all
road users about the relationship between trams and vehicles. Currently the provision of
some single track, some double track and some passing loops creates an ambiguous
situation for road users, promotes uncertainty for road users and can lead to poor
decision making by road users.
Product Enhancement
The provision of duplicated track would enhance the current tramways product through
the ability to increase the frequency of service, the ability to extend the track to other
tourism destinations and through creating a more reliable, safe and smooth journey for
passengers.
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The introduction of a light rail service generally requires a population of at least 150,000
to 200,000 people. Bendigos population will not reach 150,000 for another 20 years.
A full public transport Light Rail service in Bendigo is very unlikely to be viable for at least
15 to 20 years. However the successful continuation of the existing heritage service
preserves the opportunity to consider the introduction of a Light Rail public transportation
service in the long term future.
ECONOMIC VALUE
It is considered that the Tramways has the potential to increase its visitation by more
than 40,000 visitors annually. Increase in visitation however is reliant on the
implementation of the high priority infrastructure projects (primarily new tram stops and
major traffic conflict resolutions) to facilitate improvement of the product to meet current
market demands.
It is estimated that 35,000 extra visitor nights could be achieved in the region as a result
of extended stay, equating additional direct in region expenditure of $5.2 million per
annum and indirect expenditure of $3.3 million, a total of more than $8.5 million.
The year-round operation of a 20 minute service frequency would result in the creation of
four ongoing jobs directly at the Tramways and an additional 80 or so jobs in Bendigo
due to increased visitor expenditure.
Implementation of key priority infrastructure projects, including conflict resolutions and
new tram stops would result in the creation of an estimated 52 jobs (equivalent full time)
during the design and construction phases.
Infrastructure Project
Note
Cost Estimate
Priority
$1,310,000
High
$1,530,000
High
$800,000
High
Chapel St / McCrae St
$790,000
High
$640,000
High
Sub Total
$5,070,000
$230,000
Medium
$860,000
Medium
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$220,000
Medium
Nolan St / Bridge St
$560,000
Medium
$470,000
Medium
$370,000
Medium
Sub Total
$2,710,000
$2,900,000
Medium
$7,800,000
Medium
AN INTEGRATED APPROACH
The necessary infrastructure improvements and the product enhancement strategies are
fundamentally linked. The Tramways as a tourism product cannot move forward without
building the infrastructure to enable the implementation of strategies that will ensure the
long term sustainability and growth of its operations.
As it currently stands tram patronage, has remained relatively stagnant for ten years. In
order to increase patronage, the Tramways must respond to increasing visitor demand
for high quality, innovative, authentic tourism experiences, otherwise they run the risk of
falling to the wayside. It is essential that the Tramways implement key infrastructure
initiatives in order for this to happen.
The long term sustainability of the Tramways is not only important to itself but it is also
fundamentally important to Bendigo as a tourist destination and a diversified economy.
The Tramways is an iconic feature of Bendigo and a key component of its heritage and
cultural fabric.
Ensuring its sustainable operation is a key to the marketing of Bendigo as a heritage and
cultural destination, attracting visitation, providing a point of difference to other regional
cities and towns and attracting population growth to a diversified and fascinating city.
The Tramways should be a product for the locals as much as it is a product for tourists.
Facilitating local buy-in and community support of an authentic tourism product will
ensure the long term sustainability of the Tramways.
The Tramways iconic status should be elevated within the Bendigo tourism context.
However, this can only be achieved through implementing infrastructure and product
enhancement strategies that make it a world class tourism experience, driving increased
patronage both from visitors and from local residents.
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IMPLEMENTATION PLAN
The table below provides an indicative implementation plan for strategies and
infrastructure projects for the Tramways. The plan includes a summary of the strategy,
actions to be taken to implement the strategy / infrastructure project, a delivery timeframe
and priority funding support from the Victorian and/or Australian Governments will be
important in this regard.
INDICATIVE STRATEGIES
Strategy
1. The Tramways Iconic
Status
2. The W Class Trams
3. A diversified product
Summary
Utilise heritage trams as
point of difference for
Bendigo and enhance
iconic status
Utilise W-Class trams
for alternative uses to
core product offer e.g.
special event trams,
advertising space,
charters
Diversify product offer
to appeal to different
market segments
Utilise beacon
technology for push
notifications on mobile
devices.
Action
Only use heritage trams
for the heritage tourism
Timeframe
Immediate
Priority
High
Explore feasible
alternatives for use of WClass trams. Seek
expressions of interest
from potential operators.
0-1 year
High
0-3 years
High
0-3 years
High
0-3 years
High
0-1 year
High
0-2 years
High
0-2 years
High
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(f)
Increase the
range of special
event trams
5.
113
Investigate options to
extend the tram route to
better service Bendigos
tourist attraction and
increase the value
proposition of the
product
0-3 years
High
0-3 years
High
0-3 years
Medium
10-20 years
Low
Priority
Delivery /
Timeframe
0-2 years
0-3 years
High
3. Intersections
a. Myrtle St / Don St / Vine St
b. Chapel St / McCrae St
0-3 years
High
0-3 years
High
3-5 years
5. Other infrastructure Improvement Projects
a. Deborah Gold Mine / Violet St -signalised movement for trams
b. McCrae St / Tramways Ave signalised movement for trams
c. Midland Hwy / Nolan St traffic / tram separation
d. Nolan St / Bridge St Signalised tram movement / passing loop separation
e. Joss House / Finn St Signalised tram movement
f. Bridge St / Weeroona Ave tram approach warning system
10-20 years
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High
Medium
Medium
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The preparation of the plan provides an opportunity for the Bendigo Trust, in association
with the City, to seek collaborative funding support over the next few years for priority
infrastructure investments from the Australian and/or Victorian Governments and
philanthropic contributors where possible with the opportunity for Council to prudently
and efficiently provide supportive matching funding by leveraging its existing annual ongoing financial contributions and infrastructure support to the Bendigo Trust.
Conclusion
The Bendigo Tramways are an iconic feature on the Central Bendigo landscape and of
Bendigos tourism appeal.
The financial sustainability and tourism appeal of the tramways is however showing
some recent signs of decline.
The recently prepared Bendigo Tramways Study and Strategic Plan provides a wellconsidered basis upon which to hopefully refresh and reignite the tramways place in
Bendigo civic life and its contribution to Bendigos growing tourism industry.
Desirable initiatives in this regard include:
Product and customer technology upgrades
Resolution of several frustrating, costly and safety-threatening tram-road traffic
conflicts; and
Maximising the cross-dependency synergies between the Trusts Tramway and
Central Deborah Tourism Mine operations to enhance tourism appeal and the
financial sustainability of the Bendigo Trust.
It is recommended that Council endorse the Tramways Plan as a sound basis upon
which to hopefully leverage Victorian and/or Australian Government and community
support to help implement the plan over forthcoming years.
RECOMMENDATION
That the Greater Bendigo City Council commend the Bendigo Trust on the preparation of
the Bendigo Tramways Study and Strategic Plan and agree to work collaboratively with it
in an effort to attract Victorian and/or Australian Government funding and community
support to implement priority components of the plan over forthcoming years.
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4.3
116
Document Information
Author
Responsible
Director
Summary/Purpose
The purpose of this report is to provide Council and the community with an overview of
recent achievements by Capital Venues and Events and an outline of key management
and policy pursuits currently guiding the operation of the significant Council-owned and
operated facilities for which the team is responsible.
Policy Context
Council Plan Reference:
3.3
Background
Capital Venues and Events is Councils business unit that operates a year-round suite of
venue facilities including:
The Capital Theatre
The Banquet Room
The Bendigo Bank Theatre
The Old Fire Station Drama and Dance Studio
Dudley House
Ulumbarra Theatre and associated venues
Bendigo Town Hall.
The facilities are available and used for a wide range of arts and entertainment,
productions, functions, receptions, conferences, workshops, meetings, exhibitions,
displays and other events.
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The team at Capital Venues and Events also produce, promote and deliver events
including the Bendigo Writers Festival, various theatre productions and special functions
on behalf of the City.
Capital Venues and Events comprises an FTE staff composition of approximately 11 staff
and a pool of casual technicians that support client events and functions at varying
commercial or community charge-out rates.
Capital Venues and Events also manages and supports over 100 venue or event based
volunteers.
Key Achievements in 2014/15
Successful transfer of the Bendigo Exhibition Centre from City of Greater Bendigo
management to Bendigo Agricultural Show Society (Showgrounds) management in
accordance with a long-held legal agreement;
Successful opening and commenced operations of Ulumbarra Theatre in association
with our Major Projects Unit and BSSC;
Successful attraction of up to $1,000,000 in Ulumbarra Theatre centred donations,
sponsorships and alliances in association with the Director, City Futures;
Significant 18% increase in the number of performances and events held in The
Capital and Ulumbarra Theatre (combined) compared to the previous year;
Significant 37% increase in the number of tickets sold for events held at Capital
Venues and Events facilities compared to last year;
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Staged the third successful annual Bendigo Writers Festival in association with La
Trobe University and other event partners.
Ulumbarra Theatre open and operating!
The official opening and commenced operations of Ulumbarra Theatre should be
acknowledged as a major triumph for Council and the Greater Bendigo community. The
Theatre is off to a flying start. It is being praised and applauded far and wide and has
given Bendigo another unique quality feature to boast regionally and nationally.
The Ulumbarra show presented by composer David Bridie and various indigenous
artists specially commissioned for the opening night of Ulumbarra Theatre was
breathtaking as the vast majority of attendees would likely testify. We are currently
working with the artists involved and the Victorian Government to potentially see the
triumphant return of the opening show for wider public enjoyment and celebration.
Ned The Musical
It is rare in Australia to see new locally-produced, Australian-centred theatre musicals
commissioned and produced. In another leap of innovation and courage faith by the
Capital Venues and Events team, Ned The Musical was locally commissioned and
presented across a week-long season of impressive audience numbers, reactions and
national media reviews. Few if any other regional cities in Australia can boast having
done something similar. We are now working with the shows writers and creative team
to see if we can successfully adapt and sell the production on for wider national touring.
Accounting for tickets revenue, sponsorships and private philanthropic donations, the
commissioning of Ned - The Musical was marginally short of being cost-neutral for the
City another significant achievement by the Capital Venues and Events team in
association with Tourism Unit and Major Events Unit colleagues.
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Resource Implications
The net operating result for the team at Capital Events and Venues for 2014/15 was
$1,889,281.
This was a reasonable increase compared to recent years (refer table below) however it
needs to be considered in the context of:
The inclusion of an entirely new major regional venue attraction (Ulumbarra Theatre)
into the teams suite of Council-owned facilities with minimal additional resources;
A range of special one-off opening-phase set-up costs for Ulumbarra Theatre;
The likely retrieval of some of this budget over-run from the Ulumbarra Theatre
construction project at the eventual conclusion of the project and financial
reconciliation and disbursement of project costs among the various project funding
partners.
$1,889,281
$1,800,000
$1,600,000
$1,400,000
$1,279,520
$1,319,650
$ Dollars
$1,200,000
$1,312,591
$1,256,065
$1,089,433
$1,000,000
$800,000
$600,000
$400,000
$200,000
$0
2009/10
2010/11
2011/12
2012/13
2013/14
2014/15
Year
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Frustrating technical and production limitations until such time as the Ulumbarra
Theatre complex is fully commissioned; and
The continued challenge of developing and maintaining existing audiences for the
Performing Arts in an increasingly dynamic competitive environment.
RECOMMENDATION
That the Greater Bendigo City Council acknowledge the performance of the
management, staff and numerous volunteers within its Capital Venues and Events
business unit and their significant on-going contribution to our regional community and
economy.
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4.4
122
Document Information
Authors
Responsible
Director
Summary/Purpose
The purpose of this report is to provide Council and the community with a summary of
recent operations and achievements at Bendigo Art Gallery and an outline of key
management and policy pursuits guiding the operation and future development of this
important Council-owned and operated cultural and tourism facility.
Policy Context
Council Plan Reference:
3.3
Background
Bendigo Art Gallery is owned and operated by the City of Greater Bendigo. Its
foundations were established in 1887 and its art collection is one of national
significance.
Historically, the Gallery was operated by a separate company with its own Board
of Management until 1995 when an agreement was established for the City of
Greater Bendigo to take over operations as part of a collaborative split of
responsibilities with the company.
The primary role of the Art Gallerys Board is to oversee the acquisition of artwork
and to prudently manage its bequests and investments for the benefit of the
Gallery and Bendigo generally. In addition, the Bendigo Art Gallery Foundation
was established in 2008 for the purpose of the Board fund-raising to assist with
the purchase of art and selectively contributing to various aspects of the Gallerys
operation and development in line with the objectives of the Foundation.
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Economic Impact Studies commissioned for Bendigo Art Gallery in recent years
have consistently concluded that the net economic contribution of the Gallery to
our regional economy typically exceeds about $18 million each year.
There are seven full-time staff, eight part-time staff and as required casuals
employed at Bendigo Art Gallery. Casual staff are often employed during major
exhibitions on short term tenure. In addition there are more than 100 volunteers
helping operate the Gallery - their contribution is incredibly valuable and
appreciated.
Key Achievements in 2014/15
Together with consistently displaying major elements aspects of its permanent
collection, Bendigo Art Gallery delivered nine temporary exhibitions across its
two venues (Bendigo Art Gallery and Post Office Gallery) which were generally
popular and drew steady visitation. The relatively new building extension and
new underground collection store has provided staff with much greater
opportunities and efficiencies to provide greater access to the permanent
collection than what was possible in the past.
Attendances were higher than the previous year rising from approximately
130,000 in 2013/14 to approximately 145,000 in 2014/15;
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The Education and Public Programs delivered by the Gallery were a highlight
for the financial year once again. Bookings, functions and hire of the Gallery
was very much back on track from the previous (building/construction) year
with better access to spaces and less restricted hours for the gallery caf; and
Bendigo Art Gallery and the Post Office Gallery offered a diverse range of
artistic programs throughout the 2013/14 financial year exhibitions included:
The Body Beautiful in Ancient Greece
From the British Museum, London 2 August - 9 November 2014
Undressed: 350 years of underwear in Fashion
From the Victoria and Albert Museum, London 19 July 26 October 2014
Crime and punishment: a history of Bendigo's law and order
22 August - 30 November 2014
Ben Quilty
12 December 1 March 2015
Going Solo Program - The Artificial Kingdom: Carolyn Dew
December 2014 February 2015
Paul Guest Drawing Prize 2014
15 November 26 January 2015
Bendigo enlists: the First World War 1914 - 18
11 December 2014 - 21 June 2015
Remain in Light: Photography from the MCA Collections
21 February 19 April 2015
Imagining Ned
28 March -28 June 2015
General Comments
In terms of the growth of the Bendigo Art Gallery art collection in 2014/15,
artworks valued at over $150,000 were acquired by the Gallery Board through
purchases from its major bequests and gifts particularly from donors under the
Federal Governments Cultural Gifts Program. This represents a significant
contribution to the Greater Bendigo community. At the point of acquisition,
these artworks are transferred by the Board to the ownership of the City of
Greater Bendigo;
The Board also contributed $250,000 towards our operating budget through
their fundraising efforts to support our major exhibitions program;
The Gallery has increased and now maintains a paid-up membership of 1,427
persons and 66 education school members;
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Over 100 volunteers assisted the Gallery and Post Office Gallery throughout
the year; and
Media and publicity was sustained and regular listings and references to
exhibitions were evident in The Age, The Herald Sun, The Australian, on
television and radio and various tourism publications. Key events which
attracted national press included the two international exhibitions - The Body
Beautiful in Ancient Greece and Undressed: 350 years of underwear from the
V & A collections.
The Bendigo Art Gallery operated seven days a week for the first part of the
financial year but from March 2015 moved to a six day per week operation which
will the reviewed in the coming months. The reason behind this was to provide
extra time for cleaning and maintenance for the newly expanded spaces and also
because the Gallery is generally quiet on Mondays relative to being relatively busy
later in the week and weekends.
Bendigo Art Gallery 2014/15 budgeted operational net cost was $1,754,418. Its
end of financial year net cost result however was $1,852,887. Expenditure
totalled $4,010,628 whilst income totalled $2,157,741.
It is important to note that reasonable fluctuations in net cost can and do occur
each year depending on the scale, nature and timing of exhibitions, associated
costs, grant and sponsorships, ticket revenues and tourism fluctuations.
In the last ten years, Bendigo Art Gallery has operated under budget on seven
occasions, and over budget on three occasions.
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4.5
127
Document Information
Authors
Responsible
Director
Summary/Purpose
The purpose of this report is to provide a summary of the operation of Bendigo Airport for
the 2014/15 financial year.
Policy Context
2.1
Background
Bendigo Airport is managed by the City of Greater Bendigo and is located four kilometres
north-east of the Bendigo City Centre.
The airport was constructed in 1970 and the main runway asphalt sealed in 1976, initially
designed largely for recreational aircraft users only.
The airport is now a modestly sized regional airport providing the following services:
Victorian Government Air Ambulance Regional Base
Victorian Government Regional Base for Fire Emergency Activities (seasonal)
Charter aircraft
Flying training
Private aircraft operations (recreational and business)
There are currently 36 tenants with over 60 aircraft based at the airport amounting to an
estimated 30,000 aircraft movements per annum.
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128
The City of Greater Bendigo employs an in-house Airport Manager to monitor, plan and
administer the operation of the airport. In this role, the manager is supported by a range
of colleagues that provide support through the provision of maintenance services,
management oversight, safety inspections etc.
Major Achievements for 2014/15
Major initiatives and achievements for the last financial year include:
Successful funding submission for the long-awaited redevelopment and expansion of
Bendigo Airport (Stage 2) i.e. $15 million attracted now from all three levels of
government ($5 million each) a major coup;
Receipt of statutory planning approval for the redevelopment project after some four
years of complex work;
Attraction of $966,000 funding support from the Victorian Governments Office of
Living Victoria for a Whole of Water Cycle Management Showcase Project nearly
complete;
Management of all site leases successfully transferred to the Major Projects Unit
(which includes Airport Management) from our Building and Property Unit enabling
the airport to assume accountability for its operation;
Continued annual increase in the number of constructed aircraft hangar/facilities at
the airport refer below;
Continued increase in the rental/lease income stream generated from site leases;
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129
Note: Various Emergency Services facilities (Victorian Government) at the Airport do not
pay rent
A decrease in the annual net cost of operating the airport.
The 2014/15 net cost of $205,603 comprised expenditure of $313,102 less income of
$107,499. This was marginally below the budgeted figure of $209,665.
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130
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131
RECOMMENDATION
That the Greater Bendigo City Council acknowledge the continuously improving
operations, professionalism and increased investment levels attracted to Bendigo Airport
in recent years and the functions the facility performs in our regional economy and
community.
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4.6
132
Document Information
Authors
Responsible
Director
Summary/Purpose
The purpose of this report is to provide Council and the community with a summary of
recent achievements at the Bendigo and Heathcote Visitor Centres and an outline of key
management policy pursuits currently guiding the operation and on-going development of
these important Council-owned and operated facilities.
Policy Context
Council Plan Reference:
Strategic objective 3.4
3.4
The reputation, profile and attraction of Greater Bendigo and the region are further
enhanced through effective promotion.
3.4.1 Develop and implement a range of new strategies that will highlight
Bendigos potential to benefit from digital tourism opportunities.
Background Information
The City of Greater Bendigo operates two quality visitor information centres the
Bendigo Visitor Centre and the Heathcote Visitor Centre. Both are highly regarded
community facilities operated by our Tourism Unit with a small group of staff and over
100 volunteers.
Report
Key Achievements Bendigo Visitor Centre (BVC) in 2014/15
An estimated 114,000 visitors using our visitor centre and associated special visitor
booths in 2014/15 which represents another solid annual increase;
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133
Sustained total gross sales generated by the Centre (i.e. accommodation bookings,
retail sales, ticketing etc.);
Created a new corporate gift range for the Uniquely Bendigo outlet in the Centre,
which has proven popular for delegate and speaker gifts. Working with local wine,
food and packaging suppliers to offer more uniquely Bendigo products.
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134
Created a new Bendigo destination range of giftware and souvenirs utilising local
suppliers for design and manufacture. Incorporating a range of Bendigo Tourism
members and non-traditional tourism suppliers offering collaboration and new
income streams for all stakeholders;
Continued to diversify the volunteer team with specialised roles to exceed visitor
expectations including the introduction of a new Volunteer Tour Guide Team and a
larger Special Events Team to address the visitor servicing needs that accompany
large Bendigo Art Gallery exhibitions and other Bendigo major events in Greater
Bendigo;
In collaboration with local Food Fossickers group, developed a walking tour named
Food Fossicking Tours Bendigo. Engaged and trained a team of local community
members as volunteer tour guides. Incorporated local providores, creating an
engaging, unique taste experience whilst offering a new commercial stream for the
industry and visitor centre;
Developed a new community ticketing service that meets a market need for onlineonly ticket sales. Offering a previously untapped income stream and ability to
enhance the visitor experience by coordinating all of their needs in one contact;
Supported a local festival and restaurant to develop a new Bendigo product,
Bendigo Blues Tram & Underground Banquet, in conjunction with Melbourne Food &
Wine Festival - sold out first event;
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135
A 14% increase in the number of visitors using the Centre in the past 12 months;
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136
Hosted Heathcote visit by then Deputy Premier Peter Ryan where the official
community
announcement
of
natural
gas
for
Heathcote
was
made;
signage and product development has contributed to increased souvenir and gift
sales;
Successfully audited as part of City of Greater Bendigo recertification for Australian
Engaged 22 local community volunteers that have contributed over 6,000 hours of
invaluable service for the year;
Heathcote Visitor Centre served visitors from 1,441 phone calls received;
Improved winery display to showcase the Heathcote Region Cellar Doors with
opening hours ;
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137
($)
157,297
308,735
$466,032
Expenditure 2014/15
($)
659,289
401,446
172,384
1,173,119
Net Cost
$707,087
The 2014/15 financial year net cost result of $707,087 reflects the extensive visitor
servicing programs which engage over 100 volunteers across both the Bendigo and
Heathcote Visitor Centres who assist in delivering positive and personalised experiences
for visitors and locals. This reflects an increase of only 1.82% for the year.
In 2013/14, the net cost of operating both Visitor Centres was $694,382.
In 2012/13, the net cost of operating the two Visitor Centres was $769,523. In 2011/12,
the net cost was $736,233.
The Visitor Centre staff and volunteers continue to serve well in maximising revenue
streams and serve high number of customers/visitors, whilst at the same time
keepingannual net cost increases well below inflation levels.
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138
Current or emerging challenges for both the Bendigo and Heathcote Visitor
Centres
Encouraging more local tourism operators to bundle their accommodation with a
range of experiences and work co-operatively with the Marketing and Visitor Services
teams to build economic yield;
Encouraging operators to better understand the commission structures and integrate
these into their tariffs to ensure consistency of pricing across all online platforms;
Remain technologically ahead of external online competitors to ensure our systems
meet consumer expectations;
National Volunteering sector trends suggesting on-going regular volunteer
commitments are reducing in favour of more once off volunteering (e.g. events and
campaigns) this trend is beginning to impact adversely on our operations, efficiency
and service delivery;
Engaging through social media to improve our service delivery and engage new
(younger audiences) through the various visitor experiences offered at the Visitor
Centre;
Preparing and educating our local tourism industry accommodation sector around
tourism travel trends, servicing niche sectors such as cycling and how to diversify
their product to suit visitor expectation;
Responding to ever-increasing visitor expectations;
Demonstrating the value and importance of both Centres to their respective local
communities and local tourism industry and what it delivers to our regional economy;
Current or emerging challenges specifically for the Heathcote Centre include:
Demonstrating the purpose of the Heathcote Visitor Centre to the local community
and tourism industry and the value it delivers to the local and regional economy;
Maintaining quality service levels across 7 day a week service delivery with limited
staff supervision;
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139
Increasing need for accurate walking/cycling track brochures across the region;
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Productivity - Reports
Continue
to expand
accommodation;
140
volunteer
knowledge
of
local
attractions,
retail
and
Demonstrate the key brand strengths of the region in the Visitor Centre;
Establish an updated suite of brochures for the Heathcote region;
Continue to source new local suppliers of retail stock to sell in the Visitor Centre;
RECOMMENDATION
That the Greater Bendigo City Council acknowledge the performance of the
management, staff and over 100 volunteers in the provision of service and outcomes of
the Bendigo and Heathcote Information Visitor Centres in the 2014/15 financial year and
applaud their on-going significant contribution to our regional community and economy.
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141
Document Information
Authors
Responsible
Director
Summary/Purpose
The purpose of this report is to provide Council and the community with a summary of
recent work and achievements by our Major Events Unit and an outline of key directions
and challenges currently influencing the teams work.
Policy Context
3.3 Greater Bendigo is a community that values its heritage, arts facilities and major
events and supports arts and cultural experiences.
3.3.2 Attract, retain and develop Major Events that deliver substantial
economic, promotional and social benefits for Greater Bendigo
Background
Our Major Events Unit comprises 7.6 staff (EFT) with their mission being to develop,
attract, deliver or help deliver and retain major and community based events within
Greater Bendigo. The objective of doing so is to foster economic development, promote
Greater Bendigo and engender local civic pride and a positive community spirit.
Key Achievements in 2014/15
Supported 91 major events (see attached list) which represents yet another major
annual increase;
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142
An event participation of 143,660 people (note: does not include spectators and
supporting crews);
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143
Note: It is important to stress that this is not an exhaustive list and account of
substantiative events in Greater Bendigo. It is only an account of events that to varying
degrees enjoy involvement from the Major Events Unit. It does not include events
delivered by Bendigo Art Gallery; Capital Venues and Events; numerous community
groups and other organisations (private, public and not-for-profit) across Greater
Bendigo; and the Bendigo Easter Festival.
The work of the Unit mainly focusses on:
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144
A heavy emphasis (bias) on supporting events that generate local economic gain
and/or profile for Greater Bendigo;
Minimisation of cost to the community;
Attraction of financial support, revenue streams and sponsorships; and
Efficient and supportive event management and support.
RECOMMENDATION
That the Greater Bendigo City Council acknowledge the performance of the
management, staff and volunteers of the Major Events Unit and their contribution to the
economic, promotional and community wellbeing of Greater Bendigo.
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145
EVENT NAME
AARCMAC 1/10 Electric On Road Victorian Titles
Agribusiness Conference
Midwifery Conference
Bendigo Boys FC
Rotary 9810
Rotary 9820
Bendigo Spirit
TedX
Festival of Light
Oktoberfest
Paramedicine Conference
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4.8
146
Document Information
Authors
Responsible
Director
Summary/Purpose
The purpose of this report is to provide Council with a summary of the recent Bendigo
Small Business Festival held in association with the Victorian Government sponsored
Victorian Small Business Festival.
Policy Context
Council Plan References:
4.1 Council fosters business and industry growth.
4.2.2 Foster new industry and business initiatives through business, agricultural and
industry events.
Economic Development Strategy Reference:
5.3 Business Support and Investment Attraction.
Background Information
The Victorian Small Business Festival is a State Government initiative that promotes a
series of independently run events, workshops and seminars across Victoria offering a
range of support avenues for small business during the month of August each year. This
year was the first time that the Citys Economic Development Unit (EDU) had formally
partnered with State Festival officers to assist with the programs delivery. The
responsibility of a Festival Partner is to identify and coordinate local individuals or entities
who wish to host appropriate events, workshops or seminars and to then promote these
events to their local business community.
This report aims to outline the generally successful approach adopted by the Citys EDU
as a Festival Partner this year and to highlight some pertinent outcomes for the
information of Councillors and the community.
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147
Report
Background
A review of last years Small Business Festival provided by the Victorian Government
identified some strong trends that were taken into consideration when preparing for this
years program. It was identified that the most preferred communication method for small
business was digital correspondence i.e. facebook, email etc., influencing the EDUs
approach towards a local marketing campaign this year. Other important considerations
included events run at convenient times for business owners and a variety of event
topics focused on stimulating new customers. It was also identified that the average
festival attendee was typically female, between 30 - 59 years of age, passionate about
their business and typically working 50+ hours per week.
The EDU started developing this years festival program by identifying appropriate hosts
to deliver local events, initially attracting 41 expressions of interest. Twenty seven (27)
events were selected considering their ability to inform small business owners,
managers, staff or someone considering starting or growing a small business, including
four events that had already planned by the Victorian Government.
See attached list of events (summary only).
A local marketing plan focused on driving facebook followers to the Bendigo Small
Business Festival page which was primarily achieved by carefully selecting and
promoting engaging content albeit with a small budget. Event bookings were available
from the Victorian Governments festival website which linked with a range of digital
marketing as well as traditional media tools.
The events
The unveiling of a special Faces of Small Business outdoor installation at the Bendigo
Railway Station by Small Business Victoria and the Mayor marked the launch of the 2015
Bendigo Small Business Festival on 30 July. The Citys Economic Development Unit
coordinated the launch and delivered a further three events for the festival that provided
attendees with practical business development advice including:
1. What makes Bendigo retail customers tick
2. How to get and keep great customers and;
3. Six steps to grow your business.
To complement these topics, the Citys Tourism Unit presented three retail focused
events comprising two workshops and a feature presentation from the Australian
Retailers Association.
Other events covered a variety of topics including on-line marketing, retail advice,
juggling work/life balance, social media and networking. The festival concluded on 27
August with a presentation from Naomi Simson, founder of Red Balloon and judge on
Network Ten TV show The Shark Tank attended by over 150 people.
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148
Victorian Government survey results (available upon request) have recently been
provided to the City and indicate attendee satisfaction levels above the Victoria wide
average. The quality of local events, in particular the calibre of presenters, rated well
above the average across the State too.
Conclusion
This years marketing efforts for the Bendigo Small Business Festival successfully
engaged the business communitys awareness of the 27 events conducted throughout
August. This communication also helped raise awareness of Councils commitment to
support the local small business community. Our mission is to build on the initial success
and momentum and develop the festival concept further next year and beyond.
In terms of resource implications, the EDU received $15,000 in funding from the Victorian
Government to support the initiative.
RECOMMENDATION
That the Greater Bendigo City Council acknowledge and commend the conduct of the
2015 Bendigo Small Business Festival and encourage it to take place on an annual
basis.
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149
PAGE 149
Sustainability - Reports
5.
150
SUSTAINABILITY
Nil.
PAGE 150
6.
151
6.1
Document Information
Author
Responsible
Director
Summary/Purpose
The purpose of this report is to provide the opportunity for Council to consider the City of
Greater Bendigo 2014/2015 Annual Report.
Policy Context
This City of Greater Bendigo Annual Report covers the period from 1 July 2014 to 30
June 2015. Preparation of an Annual Report is a requirement of the Victorian Local
Government Act 1989 but it also provides an opportunity to communicate internally and
externally, with staff, community, government and industry stakeholders regarding the
roles, functions and achievements of the City of Greater Bendigo in the preceding year.
Sections 131 and 133 of the Local Government Act states that a Council must prepare
an annual report for each financial year that includes:
Report of Operations of the Council
Audited Performance Statement
Audited Financial Statement
These three documents have been combined to form the new-format City of Greater
Bendigo Annual Report for 2014/2015.
Background Information
In the 2014/2015 year Local Government Victoria implemented a series of changes that
set out the specific content requirements for the Annual Report that will enable
comparison on a large number of standard content items between all councils in Victoria
and ensure each council meets or exceeds Victorian Government (VAGO) audit
requirements. The changes include reporting on the Local Government Performance
Reporting Framework (LGPRF) indicators for the first time. Best Practice Guides using
standard reporting formats have been developed to guide councils during the process of
change.
The Report of Operations of the Council contains the following;
A statement of progress in relation to major initiatives;
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152
153
Senior staff members have had the opportunity to review the content relevant to their
area and to make recommendations for any necessary changes.
The LGV Best Practice Guides have been used as the basis for the format and content
of the entire document.
Members of the Audit Committee had the opportunity to review the draft Financial
Statements, the draft Standard Statements and the draft Performance Statement for the
2014/2015 financial year for submission to the Auditor General.
The Performance Statement has been certified by the Principal Accounting Officer, Chief
Executive Office and 2 Councillors (at Audit Committee) before this council meeting.
Following recommendation by the Audit Committee, these statements have been
incorporated into this draft of the Annual Report for consideration by Council at the
Regular Meeting on November 4 2015.
External Communication:
Following adoption by Council and preparation of the final formatted document, residents
will be informed by public notice of the Annual Report's preparation and availability for
inspection.
This year there will be a public presentation of the highlights of the year, and a summary
will be made available to the public via the print media and a video presentation. Copies
of the Annual Report will be available via the City's web page and a hard copy or
electronic copy will be available to interested organisations and members of the public on
request.
Priority/Importance:
To meet legislative requirements the Annual Report, including audited financial
statements and reports against LGPRF indicators and outcomes, must be completed and
supplied to the Minister for Local Government within three months after the end of the
financial year reported on.
It was anticipated that the Annual Report would be considered by Council at their regular
meeting on September 16 2015. However, after this meeting had to be abandoned due
to disruption from the public gallery, Council sought an extension of one month to the
submission date from the Minister for Local Government, which was subsequently
granted.
Resource Implications
Printing and layout of the Annual Report and relevant advertising are provided for in the
2014/2015 Council budget.
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154
Conclusion
The City of Greater Bendigo 2014/2015 Annual Report has been prepared and is
submitted according to the requirements of the Local Government Act 1989, and within
the altered timeframe approved by the Minister for Local Government.
Attachments
Annual Report 2014/2015
RECOMMENDATION
That the Greater Bendigo City Council acknowledge that the City of Greater Bendigo
2014/2015 Annual Report has been formally considered.
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6.2
155
Document Information
Author/
Responsible
Officer
Summary/Purpose
The purpose of this report is to table the Report of the Councillor Conduct Panel.
Policy Context
Council demonstrates leadership in its decision to meet future needs and challenges.
Background Information
An application for a Councillor Conduct Panel was made under Sections 81B(1)(c),
81B(2) and 81B(3) of the Local Government Act.
Hearings were undertaken by the Conduct Panel in accordance with 81H and 81I of the
Local Government Act on 3 June 2015 and 9 October 2015.
.
The decision of the Panel was received by the Registrar and the parties to the Panel
Hearings on 27 October 2015.
In accordance with Section 81M(2), the decision must be tabled at the next Ordinary
Meeting of Council and recorded in the Minutes of that meeting.
In accordance with Section 81M(1) of the Local Government Act, the Conduct Panel
must give a copy of the decision to:
(a)
(b)
(c)
the Council;
the parties to the matter;
the Minister.
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(a)
(b)
(c)
(d)
156
May continue to be a Councillor, but must not perform the duties or functions of a
Councillor during the period of leave;
remains entitled to receive a Councillor allowance, unless the Act otherwise
provides;
is not entitled to be reimbursed for out-of-pocket expenses, during the period of
leave;
must return all Council equipment and materials to the Council for the period of
leave, if the Council requires.
Report
The copy of the Conduct Panel Decision is being given to Council by way of tabling the
report before this meeting of Council. A copy of the Decision has been made available
for each Councillor to read.
At the conclusion of the Panel process, the Conduct Panel Registrar must seal the
records of the Panel and provide them to the Chief Executive Officer. The records have
been provided to the CEO in a sealed container.
Resource Implications
Council is required to meet the cost of the Councillor Conduct Panel and the cost of the
Panel Members time and expenses. The full cost is not known at this stage. The fee for
the Conduct Panel Chair is $850.00 per day and the Governance Member, $750.00 per
day.
Conclusion
The Council has no options other than to table the decision and make a record in the
Minutes to this effect, as this is a requirement of the Local Government Act under
Section 81M(2).
PROCEDURAL MOTION
That Council acknowledge the tabling of the Decision of the Councillor Conduct Panel
dated 25 October 2015 and that the tabling of the Decision be recorded in the Minutes of
the Meeting.
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6.3
157
Document Information
Author
Responsible
Officer
Summary/Purpose
The purpose of this report is to put forward proposed Council Meeting dates for 2016 (to
12 October 2016) and amend the remainder Council Meeting dates for 2015.
Policy Context
Council demonstrates leadership in its decision to meet future needs and challenges.
Report
It is proposed that the following Ordinary Council Meeting dates for 2016 (to 12 October
2016) be adopted. The dates are based on a three-week cycle (except for June which
will be on a two-week cycle).
It is further proposed to amend the remainder of the Council Meeting dates for November
and December 2015, to be based on a three-week cycle.
2016
20 January
10 February
2 March
23 March
13 April
4 May
25 May
15 June
29 June
20 July
10 August
31 August
21 September
12 October
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158
2015
25 November (previously scheduled for 18 November)
16 December (no meeting on 2 December)
RECOMMENDATION
That the Ordinary Meeting of Council dates for 2016 (to 12 October 2016) and the
amended meetings for November and December 2015, as outlined in this report be
confirmed and advertised.
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6.4
159
Document Information
Author/
Responsible
Director
Summary/Purpose
To present the Audit Committee Chairperson's 2014/15 Annual Report to Council, as per
the Audit Charter.
Policy Context
Council Plan Reference:
City of Greater Bendigo Council Plan 2013-2017 (2015/16 Update):
Theme: 1
Strategic Objective: 1
Strategy 1.1
Report
The membership of the Audit Committee comprises: Ken Belfrage (Chair), independent
members Graham Bastian and Kate Scarce and Crs Campbell and Lyons.
Clause 12 of the Audit Committee Charter requires that, prior to 30 September each
year, the Chairperson shall report to Council a summary of the activities and
achievements of the Committee during the financial year.
The Audit Committee Chairperson presented the attached report to the Council Forum
on 23 September, 2015.
Attachments
1. Audit Committee Chairpersons Annual Report
RECOMMENDATION
That Council acknowledge the work of the Audit Committee.
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160
Attachment 1
Annual Report from the Audit Committee Chairperson
The Audit Committee is a formally appointed Advisory Committee of Council and is responsible
to that body. The Committee's role is to report to Council and provide appropriate advice and
recommendations relevant to its charter in order to facilitate decision making by Council. The
Audit Committee plays a key role in assisting Council to fulfil its governance and overseeing
responsibilities in relation to financial reporting, internal control, risk management system,
ethical accountability and the internal audit function.
The main objectives of the Audit Committee are to assist the Councillors, Management and Staff
by providing independent appraisals of:
internal control systems;
the arrangements in place to safeguard assets and resources;
the efficiency and cost effectiveness of the use of assets and resources;
compliance with legislative requirements and Council's policies and procedures;
the integrity of information;
organisational effectiveness in terms of program efficiency and economy against the
Corporate Plan;
the effectiveness of the internal and external audit functions and the communication
between the external auditor, internal audit, management and the Council; and
to provide timely advice to Council on any matters which may be referred to it by Council.
The Audit Committee consists of five members, comprised as follows:
Three independent representatives
Two Councillors
The members of the committee are: Ken Belfrage (Chair), Graham Bastian and Kate Scarce as
independent members together with Councillors Rod Campbell and Barry Lyons.
The independent members serve a 3 year term on a rotating basis. The Audit Charter requires
that all reappointments following each independent members second term must be publicly
advertised. Ken Belfrage will complete his second term in October 2015 and accordingly
nominations for this position have been advertised.
During the past 12 months, the Audit Committee held 5 meetings. The key focus of the
Committee is to oversee the conduct of External Audit and Internal Audit, recommend the
approval of the Annual Financial Statements to Council, and review the management of risks for
Council. The Audit Committee also reviewed the relevant local government and sector wide
VAGO reports for applicability to City of Greater Bendigo.
During the year under review, Internal Audit services continued to be provided by HLB Mann
Judd following an extension of their contract through to 30 June 2015.
The Internal Audit program undertaken by HLB Mann Judd in 2014/15 included the following:
Prioritisation of Civil Infrastructure Construction Projects (incl. whether the project reflects
Councils principles/priorities)
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161
The recommendations made by the Internal Auditors, and adopted by the Committee, are then
transferred to management for implementation. The Internal Auditors undertake an annual
audit to assess which recommendations have been completed.
There are currently 2 high risk and 33 medium risk items that are outstanding from the audit
recommendations. Officers are monitoring these items and including actions in their work
programs, when budget and staffing allocations enable completion.
Key improvements/changes made in response to recommendations made by the auditors in the
2014/15 program include:
Improved Quality Assurance process for the prioritisation of civil infrastructure projects.
Updated contract management manual and training relating to contract management.
Development of an IT Strategy, including the appointment of an IT Steering Committee.
Management of Mobile Devices identified some gaps in the registering of devices and
security configurations to be addressed.
Review of Outstanding Audit Recommendations Improved recording, tracking and reporting of action items for implementing Council
resolutions.
Review of Payroll has resulted in improved reporting and management processes for
employees with excessive leave balances and overtime hours.
Based on the conclusion of the contract term the Internal Audit Services tender was advertised
on 18 April, 2015. Crowe Horwath was awarded the Internal Audit contract for the next 3 years.
Crowe Horwath is currently assisting with the development of the Internal Audit program for
2016 and future years. The program is not to be limited to financial matters but extends to
organisational performance, efficiency and effectiveness.
A function of the Audit Committee includes oversight of the External Audit activity. During the
year the Committee is provided with the Audit Plan together with Interim Audit Management
Letter. At year end the Committee meets with the External Auditor to review the Annual
Financial Statements, the Closing Audit Report and the Final Management Letter.
During the year the Committee holds a meeting with both the External and Internal Auditors
without management being present in order to obtain assurance from the Auditors that they
received acceptable responses from their enquiries, their function was not impeded by
management and to provide an opportunity for the Auditors to provide feedback to the
Committee. No matters have been raised from the last meeting that was held.
I am pleased to report that the Committee has met its objectives during the past year.
Ken Belfrage, Chair
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6.5
162
Document Information
Author
Summary/Purpose
The purpose of this report is to provide an update on the Independent Review
Implementation.
Policy Context
Council demonstrates good governance and leadership.
Council Plan Reference: 5.1.1 Consider the recommendations of the Independent
Review 2013 and implement the agreed actions.
Independent Review: Recommendation 1 Implementation and communication
Background Information
Council has delivered on its commitment to independently review the City of Greater
Bendigo to see what improvements can be made to its operations. In June 2013 Aurecon
delivered its final report including 69 recommendations for Council to consider.
Previous Council Decision(s) Date(s):
On 21 August 2013 Council resolved to adopt in principle the 69 recommendations and
that a Committee of all Councillors supported by the Chief Executive officer and Manager
Executive Services be established as the Independent Review Implementation
Committee.
Council reviewed progress with implementation of the review at its Ordinary Meetings on
22 January, 5 March, 16 April, 21 May, 9 July, 20 August, 1 October, 12 November and
17 December 2014 and on 21 January, 4 March, 25 March, 15 April, 27 May, 24 June
and 5 August 2015.
Summary of progress
Implementation of the Review recommendations has been underway since August 2013.
The number of completed recommendations stands at 55. This includes eight of those
nominated by Councillors as their top 10 priorities.
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163
Status
In progress
In progress
Under consideration
In progress
Advanced
Under consideration
In progress
Under consideration
In progress
Under consideration
In progress
Recommended for
completion
In progress
Report
Completed actions
Council acknowledges a recommendation is completed when either:
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164
PAGE 164
165
The LV offer recognises that the mentoring needs of the Councillor will evolve over
time and whilst a strong local government may be required of the mentor early in the
Councillors term or experience the need will evolve over time to include a broader
range of skills and knowledge.
Key points of the offer: It is envisaged that a Councillor and mentor would meet approximately once a
month.
The selection of a suitable list of mentors and the matching of a Councillor with an
appropriate mentor would be managed by LV and would be arms distance and
independent of CoGB and Council.
There would be no charge for the mentoring service to an individual Councillor as
the service fulfils the commitment LV graduates make when undertaking the
leadership and mentor training. There would be a service fee, expected to amount
to several hundred dollars for the matching process.
Victorian Local Governance Association
The Victorian Local Governance Association (VLGA) works to build the role of
councils and focusses on what needs to be done to support the work of councils and
communities so together they can build strong, inclusive and resilient neighbourhoods
and townships.
Leadership is a primary focus of the VLGA, particularly how to develop and support
the key leadership attributes required of Councillors in an increasingly complex and
demanding local government setting.
The VLGA has offered to develop a Councillor Support Program specifically for
Greater Bendigo City Council. It would be coordinated by the VLGA Councillor
Development Officer who would act as mentor to Councillor(s).
The Officer is a former Councillor and Mayor of the City of Monash, an Honorary
Justice, a Fellow of the Australian Institute of Management and has a number of
community leadership roles including as chairman and patron of a number of
community organisations.
Key points of the offer:
Councillors wish to access the program would be entitled to four face-to-face
sessions per annum with the VLGA Officer and unlimited email and telephone
access.
Councillors wishing to access the Support Program would contact the VLGA direct
rather than through the CoGB, ensuring the scheme is at arms distance from
Council.
An initial familiarisation meeting would be arranged where the Councillor and
VLGA Officer would discuss and agree on goals and aspirations for the contact.
PAGE 165
166
Date
Action
August 2015
10-21 August
September
PAGE 166
No. of
Employee
Plans
(excl casuals)
5
5
21
167
Date
Action
October to
December
January 2016
February/March
No. of
Employee
Plans
(excl casuals)
319
employees
with a 6 to 9
month plan in
place and
ready for
review in July
2016
0
553
employees
with a 3 to 5
month plan in
place which
can be
updated to
reflect
achievements
to date and
ready for a
review in July
2016
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168
Recent progress by the Closing the Loop team includes:is continuing to work on initiatives to ensure an improved response to customer
enquiries and complaints.
Initiatives include:
The Customer Request System Satisfaction Survey 2015 has been completed.
This survey was forwarded to more than 3,000 members of the public who
contacted the customer service centre over 2014. The survey had a 21%
response rate which is considered a solid, statistically valid sample. The key
findings were:
Overall satisfaction level was quite high and a slightly improvement on the
corresponding 2010 survey with a slight improvement,
Electronic logging of requests is significantly increasing,
Customers generally report a positive experience in logging their requests
irrespective of what method they used,
As in 2010 most dissatisfaction reported occurs as a result of events following the
lodging of the request, and relates mostly to timeliness and completion (closing
the loop).
New quarterly reporting arrangements which place greater CEO scrutiny on staff
performance in closing the loop are nearing finalisation.
Calling cards have now been introduced for most work areas to better inform
customers when an officer has visited and why.
Customer Service Training has been scoped and a provider is being sourced
A draft staff training DVD on customer service which emphasises the importance
of closing the loop has been received for consideration.
The six month trial of Webchat, which started in June, continues. Webchat allows
the public to communicate with the CoGB on-line and in real time. As of So far
there have been 563 webchats. Public feedback has been overwhelmingly
positive.
Recommendation 42 Planning & the Public
Consider opportunities to improve the relationship between the planning team and
public/applicants. This may include educating the community on the planning process
and timelines so as to manage community expectations.
Council signed off on actions associated with this recommendation in May 2014. It
was indicated at the time, the Statutory Planning Unit would be seeking to identify
further opportunities for improvements.
The following service improvements were completed in recent months:
The Planning Register on the City website has been revised and is now updated
in 'real time'. Previously it was only updated weekly.
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169
A new service has also been added that allows the community to view plans and
other
documents for planning applications that have been advertised. These
documents will remain on the web until a decision is made.
These online services can be found by following this link:
https://www.bendigo.vic.gov.au/Services/Planning
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170
Action
As previously reported the CoGBs Bullying Prevention Policy and Discrimination and
Harassment Policy (previously Respecting Each Other in the Workplace Policy) have
been reviewed and updated in response to the recommendation.
As a result of this work, the City has recently completed Workplace Responsibilities
training where all employees were invited to attend. The training included identifying
bullying and harassment, how to manage this behaviour and who to ask for help if
you experience or witness the behaviour.
A total of 578 or 56% of employees had undertaken the training by 3 September.
Further sessions have been scheduled for November 2015 to cater for employees
who were on leave or otherwise unable to attend the first round of training.
In the second phase of implementation of this recommendation the City is revising
how it assesses training needs across the workforce to ensure employees who need
to undertake training in bullying and harassment prevention can be easily identified.
As previously reported, specific policies for Councillors are being prepared.
Resource Implications
There are no resource issues arising directly from this report. Where recommendations
have resource implications, steps are in place to ensure that any proposed new capital or
operating expenditure arising from the recommendations is considered in the budget
process.
Conclusion
The number of completed recommendations stands at 56; progress has been made on
nearly all recommendations.
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171
RECOMMENDATION
That Greater Bendigo City Council:
a) Acknowledge the completion of Recommendation 67 (Councillor Mentoring) and
progress with Recommendations 10 (Performance Management), 23 & 24
(Closing the Loop), 47 (Reconciliation and Cultural Diversity), 57 (Bullying,
Discrimination and Harassment Prevention) and 69 (Asset Management System);
and
b) Inform the community of this progress.
PAGE 171
6.6
172
RECORD OF ASSEMBLIES
Document Information
Author
Responsible
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
Strong leadership to meet future needs and challenges; effective community
engagement.
Background Information
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.
2.
A planned or scheduled meeting that includes at least half the Councillors (5) and a
member of Council staff; or
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.
PAGE 172
173
Report
Meeting Information
Meeting
Consultation meeting
Name/Type
Meeting Date
21 September 2015
Matters discussed Planning application DS/938/2013
713 McIvor Highway, JUNORTOUN 3551
The staged subdivision of the land into 18 lots
Councillors
Staff/
Community
Representatives
Attendees/Apologies
Cr Rod Campbell
Cr Helen Leach
Cr Mark Weragoda
Stephen Wainwright
Applicant
Objectors
Councillors
Staff/
Community
Representatives
Attendees/Apologies
Cr Peter Cox
Cr Barry Lyons
Cr Helen Leach
Cr Rod Campbell
Chris Duckett
Applicant
Objectors
PAGE 173
174
Meeting Information
Meeting
Consultation meeting
Name/Type
Meeting Date
24 September 2015
Matters discussed Planning application DS/596/2015
6A Conboy Court, ASCOT 3551
Subdivide land into 2 lots
Councillors
Staff/
Community
Representatives
Attendees/Apologies
Cr Peter Cox
Liz Commadeur
Applicant
Objectors
Meeting
Name/Type
Meeting Date
Matters discussed
Councillors
Staff/
Community
Representatives
Meeting Information
Consultation meeting
18 August 2015
Planning application DR/424/2015
16 Burn Street, GOLDEN SQUARE 3555
Demolition of existing dwelling and construction of a new
dwelling
Attendees/Apologies
Cr Barry Lyons
Simon Francis
Applicant
Objectors
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175
Meeting Information
Meeting
Councillors' Forum
Name/Type
Meeting Date
23 September 2015
Matters discussed 1. Section 89 Confidential Report
2. Response to the Save the Kangaroo Flat Leisure Centre
3. Annual report to Council by Chair of the Audit Committee
4. Presentation on renewal and new infrastructure works
Program
5. Township Structure Plans
6. Developer Contribution Plan
7. Fire Services Levy
8. Update on mosque development application to
the Supreme Court
9. Flying fox (bat) numbers at Rosalind Park
10. Use of drones
11. Bendigo Maubisse Friendship Committee
12. Long Gully Splash Park
13. Coles Car Park
14. Bendigo and Eaglehawk Golf Clubs
15. Procurement Policy
16. Annual Report
17. Municipal Early Years
18. Greater Bendigo Regional Food Hub
19. Review of the meeting
Attendees/Apologies
Councillors
Cr Peter Cox
Cr Rod Campbell
Cr Rod Fyffe
Cr Helen Leach
Cr Barry Lyons
Cr Lisa Ruffell
Cr Mark Weragoda
Cr James Williams
Apology:
Cr Elise Chapman
Staff/
Mr Craig Niemann
Community
Ms Pauline Gordon
Representatives
Mr Darren Fuzzard
Mr Stan Liacos
Ms Prue Mansfield
Mr Ross Douglas
Mr Andrew Lyons
Mrs Alison Campbell
Apology:
Mr Peter Davies
Conflict of Interest disclosures
Matter Councillor/officer making disclosure
No.
1.
Cr Peter Cox
PAGE 175
Councillor/officer left
meeting
No
176
Meeting Information
Meeting
Bendigo Easter Festival Reference Group
Name/Type
Meeting Date
24 September 2015
Matters discussed 1. Memorandum of Understanding
2. Outline of Roles and Responsibilities
3. 2016 Budget
4. Festival Entertainment Program
Attendees/Apologies
Councillors
Cr Rod Fyffe
Staff/
Mr Terry Karamaloudis
Community
Mrs Lyn Brown/
Representatives
Mr Ken Deveraux
Mr David Wright
Mrs Helen Yorston
Ms Debbie Henderson
Mr Gary Frank
Mr Barry McDowell
Apology:
Mr Rory Somerville
Conflict of Interest disclosures
Matter Councillor/officer making disclosure
No.
Nil
Meeting
Name/Type
Meeting Date
Matters discussed
Councillor/officer left
meeting
Meeting Information
Councillors' Forum
30 September 2015
1. Presentation on VicRoads on proposed upgrade of
Napier Street
2. Planning matters and review of Draft Ordinary agenda
3. Hargreaves Street car park
4. Water security for Bendigo
5. Save Lake Eppalock
6. Lighting of the Regions Project
7. Tannery Lane bridge
8. Presentation by Goulburn Murray Water
9. Hopley matter
10. Kangaroo Flat Leisure Centre
11. Councillor requests
12. Concern about droughts
13. Review of the Local Government Act
14. Bendigo Spirit
15. Media campaign on mosque facts
16. Arrangements for next Council Meeting
17. Presentation by Bendigo Maubisse Friendship Committee
PAGE 176
177
Councillors
Staff/
Community
Representatives
Attendees/Apologies
Cr Peter Cox
Cr Rod Campbell
Cr Rod Fyffe
Cr Helen Leach
Cr Barry Lyons
Cr Lisa Ruffell
Cr Mark Weragoda
Cr James Williams
Apology:
Cr Elise Chapman
Mr Craig Niemann
Ms Pauline Gordon
Mr Darren Fuzzard
Mr Stan Liacos
Ms Prue Mansfield
Mr Ross Douglas
Mr Peter Davies
Mrs Alison Campbell
Meeting
Name/Type
Meeting Date
Matters discussed
Councillors
Meeting Information
Sustainable Environment Advisory Committee
6 October 2015
1. Draft Environment Policy
2. Mine dewatering
3. August and September Environment Strategy Forums
4. Community Grants - Round 1
5. Solar on the Library
6. Environmental Activities Report
7. Shared pathways and open space
8. Urban Development Institute of Australia
9. Draft Food Security Strategy
10. Adapting to Change Project
Attendees/Apologies
Cr Rod Fyffe
Cr James Williams
Apology:
Cr Mark Weragoda
PAGE 177
Staff/
Community
Representatives
178
Mr Ross Douglas
Ms Robyn Major
Mr Anthony Sheean
Mr Samuel Swain/
Ms Kathryn Stanislawski
Mr Lucas Hodgens
Ms Jenny Shields
Mr Paull Dullard
Ms Pamela Beattie
Mr Geoff Caine
Apologies:
M/S Chris Weir
Mr James Shaddick
Mr Colin Smith
Mr Jeff Cummins
RECOMMENDATION
That Council endorse the record of assemblies of Councillors as outlined in this report.
PAGE 178
6.7
179
Document Information
Author
Responsible
Director
Summary/Purpose
The purpose of this report is to provide information on contracts recently awarded under
delegation.
Policy Context
Delivery of programs, projects and services that respond to community needs.
Report
Contract No
Project
Successful Contractor
Value
(GST Excl)
Delegated
Officer
Date Signed
Capital Contracts
CT000208
Gerard k house
295,609.21
P Mansfield
01 October
2015
CT000170
526,954.99
C Niemann
01 October
2015
Schedule of
Rates
P Mansfield
09 October
2015
Current annual Council Budget for the goods/services contracted via this schedule of rates is
$140,000.00
CT000192
213,550.00
D Fuzzard
14 May 2015
Reporting of CT000192 was accidently left off the 27 May 2015 Council meeting report and is included now to ensure completeness
of reporting.
Service Contracts
CT000213
Schedule
of Rates
P Mansfield
14 October
2015
Current annual Council Budget for the goods/services contracted via this schedule of rates is
$120,000.00
PAGE 179
180
RECOMMENDATION
That the contracts awarded under delegation, as outlined in this report, be acknowledged
by Council.
PAGE 180
181
7.
URGENT BUSINESS
Nil.
8.
NOTICES OF MOTION
Nil.
9.
COUNCILLORS' REPORTS
10.
MAYOR'S REPORT
11.
12.
12.1
RECOMMENDATION
That the meeting be closed to the public to consider a report in accordance with Section
89(2)(e) of the Local Government 1989, as amended, relating to a proposed
development.
PAGE 181