minutes of ordinary meeting - 20 april 2016 · 2016. 11. 3. · title: minutes of ordinary meeting...

Bass Coast Shire Council Minutes for Ordinary Meeting

Wednesday, 20 April 2016 Heritage Centre,

89 Thompson Avenue, Cowes

5.00pm

1. These minutes are due to be confirmed on 18 May 2016

2. Any decision included in these minutes is subject to change resulting from a rescission motion passed by Council.

Ordinary Meeting - 20 April 2016 Bass Coast Shire Council

TABLE OF CONTENTS A Present and Apologies ................................................................................................. 4

B Declarations of Interest ............................................................................................... 5

C Confirmation of Minutes.............................................................................................. 6

C.1 Ordinary Meeting held on Wednesday, 16 March 2016 ...................................... 6 D Public Question Time .................................................................................................. 7

D.1 Leon Sweeney, Secretary Cowes East Foreshore Preventative Action Group - Agenda item H.8 - Bass Coast Shire Council Proposed Budget 2016/2017 ................................................................................................................ 7

D.2 Paul Andrews, Treasurer Wonthaggi Croquet Club - Agenda item H.4 - Sports and Active Recreation Needs Assessment.................................................. 7

D.3 Maurice Schinkel, Cowes - Agenda item C.1 - Confirmation of Minutes ........... 8 D.4 Phil Dressing, Smiths Beachcomber Association – H.1 – Natural

Environment Strategy 2016-26 .............................................................................. 8 D.5 Margaret Hancock, Cowes - Agenda item H.4 - Sports and Active

Recreation Needs Assessment ................................................................................ 8 E Petitions, Joint Letters and Deputations ................................................................... 9

E.1 Petition - Request for Council to rescind the decision to close the Wonthaggi Visitor Information Centre/Rotary Centennial House ...................... 9

E.2 Petition - Request for Council to endorse the 'No Business in Abuse' pledge .................................................................................................................... 10

F Notices of Motion ....................................................................................................... 13

F.1 158/16 - Hooded Plovers Working Groups, Cr Phil Wright ................................ 13 G Mayor and Councillors Reports ................................................................................ 17

G.1 Cr Jordan Crugnale ............................................................................................... 17 G.2 Cr Clare Le Serve .................................................................................................. 17 G.3 Cr Neil Rankine ..................................................................................................... 17 G.4 Cr Phil Wright ....................................................................................................... 17

H Reports Requiring Council Decision ......................................................................... 19

H.1 Natural Environment Strategy 2016-26 .............................................................. 19 H.2 Economic Development Strategy 2015 - 2020 .................................................... 25 H.3 Phillip Island and San Remo 20 year Tourism Strategy - Consultation

on Draft Strategy .................................................................................................. 30 H.4 Sports and Active Recreation Needs Asessment ................................................. 34 H.5 Delegation of Councillors to the Phillip Island 150th Celebrations

Planning Committee ............................................................................................. 40 H.6 Divestment in fossil fuels or investment in renewables ...................................... 42 H.7 Council Services User Fees and Charges for 2016/2017 ..................................... 45 H.8 Bass Coast Shire Council Proposed Budget 2016/2017 ...................................... 48

I Statutory Reports ....................................................................................................... 63

I.1 Development Services - Planning Permits issued under delegation and Development Services Activity Report for February 2016 ................................. 63

I.2 Domestic Animal Management Advisory Committee ........................................ 66 I.3 Quarter 3 Efficiency Report 2015/2016 .............................................................. 68 I.4 CEO's Report for April 2016 ................................................................................ 71 I.5 Complaints Handling Register - Biannual Report .............................................. 73 I.6 Assembly of Councillors Report for April 2016 ................................................... 76


J Urgent Business .......................................................................................................... 78

K Confirmation of Closed Minutes ............................................................................... 82

K.1 Minutes of Closed Ordinary Meeting held on Wednesday, 16 March 2016 ....................................................................................................................... 82

L Items Closed to the Public ........................................................................................ 83

L.1 Contractual matter ............................................................................................... 83


Meeting commenced

The meeting commenced at 5.03pm

Acknowledgement: Cr Jordan Crugnale read the acknowledgement.

Statement: Cr Andrew Phillips read the Councillor statement.

A Present and Apologies

Councillors: Cr Jordan Crugnale, Townsend Ward (Mayor)

Cr Kimberley Brown, McHaffie Ward

Cr Neil Rankine, Hovell Ward

Cr Andrew Phillips, Thompson Ward

Cr Clare Le Serve, Leadbeater Ward

Cr Phil Wright, Churchill Ward

Officers: Mr Paul Buckley, Chief Executive Officer

Mr Mark Brady, General Manager Governance and Organisation Development

Mr David Elder, General Manager Healthy Communities

Ms Felicity Sist, General Manager Infrastructure

Ms Allison Jones, General Manager Sustainable Development and Growth

Ms Sarah Male, Governance Officer

Apologies: Cr Bradley Drew, Anderson Ward (Deputy Mayor)


B Declarations of Interest

There were no declarations of interest.


C Confirmation of Minutes

C.1 Ordinary Meeting held on Wednesday, 16 March 2016

Council Decision

Moved: Cr. Clare Le Serve / Seconded: Cr. Neil Rankine

That the minutes of the Ordinary Meeting held on Wednesday, 16 March 2016 be confirmed.

CARRIED


D Public Question Time

D.1 Leon Sweeney, Secretary Cowes East Foreshore Preventative Action Group - Agenda item H.8 - Bass Coast Shire Council Proposed Budget 2016/2017

Council completed an independent study of the ‘Cowes East Foreshore Erosion Management Options’ in August 2011. The study states in section 8.2.2 under ‘Recommendations’:

The section of boulder rampart near Dunsmore Road as shown in Figure 8-1 requires immediate reconstruction/upgrade as it is currently vulnerable to overtopping due to combined storm tide and wave action.

In light of this independent Council study and clear priority recommendation, why has Council failed to allocate funds in the past five budgets to address this priority and to fulfil its obligation to preserve the natural foreshore environment and to undertake works to protect public safety?

Cr Crugnale responded that the allocation of capital funds in Council’s annual budget process is evaluated through Council’s Capital Investment Framework (2014) which has weighted criteria to assess priority projects.

Council has had ongoing discussions with the Department of Environment, Land, Water and Planning (DELWP) to seek funds for a project to upgrade a 60 metre section of the existing boulder rampart near Dunsmore Road. This includes the provision a new beach access ramp which will allow access to the beach to people with limited mobility. Council has completed construction drawings for these works. This construction has been estimated at $500,000

The area of Cowes East continues to be monitored and factors such as the rate of erosion, State Government and Council’s policy direction and financial resources continue to determine decision making.

The existing boulder rampart is considered to currently offer significant protection to nearby private property from coastal erosion.

D.2 Paul Andrews, Treasurer Wonthaggi Croquet Club - Agenda item H.4 - Sports and Active Recreation Needs Assessment

We understand the need for the Sports and Active Recreation Needs Assessment (SARNA) but would like to know what provisions Council is making for recreational clubs with immediate needs that are being delayed whilst all this long term planning is occurring? Various correspondence to Council over the last two years has pointed out that while Wonthaggi Croquet Club is the largest, and most active, croquet club in Gippsland, it has the worst clubhouse and toilet facilities. While the objectives of SARNA are laudable, our club needs assistance now. Again, what provisions are Council making for clubs that just cannot wait for SARNA to run its course?

Cr Crugnale responded that Council has been preparing a Masterplan for the Wonthaggi Recreation Reserve, of which the Wonthaggi Croquet Club has been consulted regarding their long term needs and facilities to enable this club to grow.


SARNA and the Masterplan are critical documents for Council to be able to identify and prioritise the delivery of recreation facility upgrades and improvements in the municipality. This information informs Council’s long term financial plan.

These documents provide evidence when applying for funding ensuring we have a strong case when competing against other municipalities for limited funds.

D.3 Maurice Schinkel, Cowes - Agenda item C.1 - Confirmation of Minutes

How much has Council paid to Cloudstreet Economics and was that payment or payments subject to a tender process or processes?

Cr Crugnale responded that the total payment made to Cloudstreet Economics was $45,000. There was no tender process required. It is a specialised field and the contractor was selected based on their relevant expertise and experience.

D.4 Phil Dressing, Smiths Beachcomber Association – H.1 – Natural Environment Strategy 2016-26

1. What measures are in the strategy to protect coastal vegetation on private land on both sides of Smiths Beach?

2. What enabling action is in the strategy to commence the purchase of land opposite Smiths Beach store for the purposes of a town square?

Cr Crugnale advised that the questions will be taken on notice and a written response provided to Mr Dressing. A meeting with relevant staff will also be arranged.

D.5 Margaret Hancock, Cowes - Agenda item H.4 - Sports and Active Recreation Needs Assessment

Was there any recommendation that golfers should be permitted to practise in areas of public open space, such as the Blue Gum Reserve?

Cr Crugnale advised that the assessment did not go in to that level of detail. Mr Buckley added that he would investigate whether this activity was covered under Council’s Local Law No. 1 Neighbourhood Amenity 2012 and assured Ms Hancock that signage would be erected if the activity is not permitted.


Bass Coast Shire Council

E Petitions, Joint Letters and Deputations

E.1 Petition - Request for Council to rescind the decision to close the Wonthaggi Visitor Information Centre/Rotary Centennial House

File No: CM16/213 Department: Governance and Organisation

Development Council Plan Strategic Objective: Effective Governance

Our leadership will be achieved through good governance, community engagement and excellence in service delivery.

A petition has been received by Council containing 15 signatures. The petition reads:

“We the undersigned request Bass Coast Shire Council to rescind its decision to close the Wonthaggi Visitor Information Centre/Rotary Centennial House and to continue this valuable community service with its current hours.”

A cover letter was included with the petition.

Section 63.2 of the Bass Coast Shire Council Meeting Procedure Local Law 2009 states that:

“A petition or joint letter presented to Council must lie on the table until the next ordinary meeting of Council and no motion, other than to receive the petition or joint letter may be accepted by the Chairperson, unless the Council agrees to deal with it earlier.”

Recommendation

1. That the petition be received and lie on the table until the next Ordinary meeting of Council.

2. That the head petitioner be advised of Council’s decision.

Attachments

AT-1

CONFIDENTIAL - Petition to rescind decision to close Wonthaggi Visitor Information Centre

2 Pages

Note: The head petitioner submitted a further 2245 signatures to Council at the meeting.

Council Decision

Moved: Cr. Neil Rankine / Seconded: Cr. Kimberley Brown

That the recommendation be adopted.

CARRIED UNANIMOUSLY



E.2 Petition - Request for Council to endorse the 'No Business in Abuse' pledge




A petition has been received by Council with 47 signatures. The petition reads:

“We the undersigned, as concerned members of your community, call on our local Council to join us in demanding an end to Broadspectrum (formerly Transfield Services) and their security subcontractor, Wilson Security’s business in abuse.”

A covering letter was included with the petition:

“To Bass Coast Council: By signing this petition, we:

1. Endorse the No Business in Abuse pledge, declaring that we will only support corporations, institutions and organisations that refuse to support or profit from abusive practices towards people seeking asylum. A corporation that is not abusive is one which:

- Has zero tolerance for child abuse; - Respects people’s fundamental rights to freedom from arbitrary and indefinite detention; - Does not treat people in a cruel, inhumane or degrading manner; - Commits to transparency and independent monitoring to ensure these principles are upheld.

2. Call on our local Council to endorse the No Business in Abuse pledge and take concrete steps to ensure that they do not engage in business relationships with Broadspectrum or Wilson Security, the corporations known to be complicit in gross human abuses occurring in Australia’s offshore detention camps.

Why is this important?

Corporations are paid billions to do the government’s dirty work in offshore detention camps – but they rely on other income as well, including Australia-wide contracts with local Councils. Local Councils need to refuse to contract these corporations til [sic] they stop profiting from abuse.

Australia’s system of mandatory detention, particularly in offshore detention camps, has proven to be abusive and violate fundamental human rights. The same corporations that make profit providing services to these camps have business relationships with our local Councils.

No institution should associate with corporations complicit in such a system of abuse.



Broadspectrum and subcontractor, Wilson Security, are contracted to provide services central to the operations of Australia’s offshore detention camps in Manus Island and Nauru. They have been paid billions for their work in the camps – the sites of gross and ongoing human rights violations, physical, psychological and sexual abuse.

In a report, No Business in Abuse established Broadspectrum and its subcontractor’s complicity in abuses violating 47 international laws. Broadspectrum’s own records indicate that since 2012 there has been a major or critical incident of self-harm reported on average every four days and a serious incident of sexual assault reported on average every four months, in the Nauru camp alone.

These same corporations hold lucrative contracts with local Councils across Australia.

Tens of thousands of Australians have pledged not to associate ourselves with corporations that profit from abusive practices towards people seeking asylum in Australia.

We believe that every individual, every corporation and every institution has a responsibility to respect human rights. Our local Councils are important institutions in our communities, and should take this responsibility seriously – to lead by example in encouraging responsible business practices and adherence to human rights.”

Section 63.2 of the Bass Coast Shire Council Meeting Procedure Local Law 2009 states that:

“A petition or joint letter presented to Council must lie on the table until the next ordinary meeting of Council and no motion, other than to receive the petition or joint letter may be accepted by the Chairperson, unless the Council agrees to deal with it earlier.”

Recommendation

1. That the petition be received and lie on the table until the next Ordinary meeting of Council.

2. That the head petitioner be advised of Council’s decision.

Attachments

AT-1 CONFIDENTIAL - No Business in Abuse Pledge Petition 5 Pages

Council Decision

Moved: Cr. Andrew Phillips / Seconded: Cr. Neil Rankine


CARRIED UNANIMOUSLY



Notices of Motion



F Notices of Motion

F.1 158/16 - Hooded Plovers Working Groups, Cr Phil Wright

I, Cr Phil Wright, hereby give notice that I intend to move a motion at the Ordinary Meeting on 20 April 2016, which reads as follows:

HOODED PLOVERS WORKING GROUPS

Motion

That Council form two working groups to develop a Hooded Plover Protection Strategy for presentation to the Minister for Environment in August for:

• Temporary implementation in November 2016 and

• Permanent Implementation in August 2017.

The working groups cover the following areas:

1. Phillip Island

2. Mainland from San Remo to Inverloch.

The Strategies to include:

• Process for restricting current public beach once a nest has been identified,

• Amended dog access, education and reinforcement of restrictions,

• Defined pedestrian and bicycle restrictions.

Background

On 12 March 2016, the Minister for Environment, Climate Change and Water the Hon Lisa Neville issued a media press release headed “Protecting Mornington Peninsula’s Threatened Species”. The first line read “The Andrews Labor Government has moved to protect and preserve Mornington Peninsula’s National Park by implementing a ban to dogs from 1 November 2016.”

The article in The Age stated that “The ban also won bipartisan support with local Liberal Party state MP for Nepean, Martin Dixon saying the ban was a "great outcome". There was no mention of the Federal Environment Minister who is the local federal representative.

The outcome is viewed as a quantum leap into the world of restoration and a decision that acknowledges the social and economic value of preserving unique species on the southern Australian coast.

The release stated that monitoring has shown that 70% Hooded Plover chicks were successfully fledged in areas where dogs are prohibited. The estimate is that Mornington Peninsula is .02% fledged while the island has recently had the best result with 12% success resulting in 16 birds.

The motion is intended to develop strategies for the various geographical features of each beach and varying management regimes across the shire.



Smiths Beach had the first nest in 28 years and both birds fledged and are still residing at the beach at the eastern end of Smiths close to Express point. The beach was patrolled by volunteers every morning and night during the legal dogs on beaches periods. The community was supportive of the self-imposed restriction of dogs on the beach. It could be concluded that the local was proud of the success and would endorse a permanent restriction of all dogs on this small section (5%) of the beach that is a dead end.

This could be used as a test case for the process to change public usage of the beach. Clarifying the process and timing to change the permitted use,

Nests on the north side of the island were mainly unsuccessful. The beach is always a thoroughfare and a minority of dog owners are unwilling to change their behaviour. This dilemma will require Working Group to decide if future generations will be proud of the grandparents for:

• Allowing dogs on beaches and delivering a beach similar to San Remo where there are no birds and no restrictions OR

• Restoring the numbers of Hooded Plovers that where once on the point of extinction.

The ultimate outcome should be the creation of privately owned dog running reserves on marginal farming land. Dogs just love to run, it is humans who have made the decision that dogs must run on the beach. The 4 million residents of Melbourne do not have the option to exercise their dogs on the beach and it could be proven that these dogs are equally content as the dogs owned by Smiths Beach visitors.

The Minister has shown great leadership. The question is whether Bass Coast Shire Council and Phillip Island Nature Park have the determination to show the same respect for this most vulnerable of species.

The motion is intended to set up Working Groups and does not pre-empt any decisions. It is intended to create a forum for an open and frank discussion on the responsibility and benefits of council in managing wildlife in accordance with the Council Plan.

………………………………………….. Cr Phil Wright Dated: 20 April 2016

AT-1

Dog ban at Mornington Peninsula National Park gives plover lovers cover to breed

4 Pages



Council Decision

Moved: Cr. Phil Wright / Seconded: Cr. Neil Rankine

That Council forms two Working Groups to develop Hooded Plover strategies for the 2016-17 summer period. One group for Phillip Island to work with Phillip Island Nature Parks and one group on the mainland to work with Parks Victoria. These strategies to be:

• Submitted to the August Ordinary Council meeting for Council approval and action

• Forwarded to the Minister for the Environment to be considered as a state wide strategy to be developed as permanent measures for ongoing years.

CARRIED

For Against

Cr Brown Cr Crugnale

Cr Le Serve

Cr Phillips

Cr Rankine

Cr Wright


Mayor and Councillors Reports


G Mayor and Councillors Reports

G.1 Cr Jordan Crugnale

Cr Crugnale reported that the Bass Coast Ministerial Delegation Community Discussion Summary Report is being sent to the Deputy Premier and Ministers who attended on 1 April as well as a copy to the Premier.

Cr Crugnale attended the West Gippsland Regional Library Corporation Board meeting.

Cr Crugnale spoke at the Inverloch Bendigo Community Bank 10th anniversary celebrations.

Receipt of letter from Minister Local Government, Natalie Hutchins, informing Council that she accepted the Victorian Electoral Commissions recommendation of multimember ward structure of 3 wards x 3 Councillors per ward. This was Gazetted on 12th April.

G.2 Cr Clare Le Serve

Cr Le Serve acknowledged the Coronet Bay Combined Committee Easter Fair and thanked all Council staff involved in the event.

Cr Le Serve acknowledged the farm gate enterprise Bassine Specialty Cheeses in Bass.

Cr Le Serve attended the Bass Valley Landcare opening of their seed, planting and growing shed at the Bass Recreation Reserve.

G.3 Cr Neil Rankine

Cr Rankine acknowledged the Cape Paterson Surf Life Saving Club’s efforts in partnering with Council to work towards the installation of a barbecue shelter.

Cr Rankine attended and acknowledged the Bass Coast and South Gippsland joint Sustainability Festival which showcased fantastic initiatives.

Cr Rankine attended and acknowledged the annual Polenta Day held at the State Coal Mine. A great gathering of Italian communities from across the State.

G.4 Cr Phil Wright

Cr Wright attended the Victorian Local Governance Association meeting.



Reports Requiring Council Decision



H Reports Requiring Council Decision

H.1 Natural Environment Strategy 2016-26

File No: CM16/194 Department: Sustainable Development and

Growth Council Plan Strategic Objective: Natural Environment

Our unique natural environment is protected, maintained and enhanced for the enjoyment of all.

Declaration

The author has no direct or indirect interests in relation to this report.

Summary

The purpose of this report is for Council to consider adopting the Natural Environment Strategy 2016 -26.

The draft Natural Environment Strategy 2016 -26 was released for community consultation in November 2015, and feedback was received until 8 February 2016.

Council had over 210 separate interactions and direct contact with individuals and organisations over this period, and received considerable feedback during this time at both a strategic and issue based level. The feedback data was analysed, and amendments and additions were made to the draft Strategy to reflect the information received.

The Strategy responds directly to the Council Plan 2013-17 Natural Environment Key Strategic Objective; Our unique natural environment is protected, maintained and enhanced for the enjoyment of all.

Background

At its 18 November 2015 Ordinary Meeting Council resolved:

That Council: 1. Releases the draft Natural Environment Sustainability Strategy 2016-26 for

community consultation; 2. Conducts community consultation for a four week period including targeted

distribution of the draft strategy to agencies, hold focus sessions with identified stakeholders, hold community open house sessions, and undertake website placement;

3. Considers the feedback from the community consultation period and amend the draft Natural Environment Sustainability Strategy 2016-26, if required; and

4. Presents the final Natural Environment Sustainability Strategy 2016-26 to Council for consideration and adoption by 30 April 2016.



The following activities were undertaken to consult with the community and gain feedback on the draft Strategy:

• Placing the draft Natural Environment Sustainability Strategy 2016-26 on Council’s website;

• Conducted two focus sessions with targeted stakeholders groups (representative from conservation groups, Landcare groups, environmental volunteer groups etc. across the Shire);

• Undertake a survey monkey asking closed and open questions about the draft Strategy;

• Conduct a short survey asking what the Strategy should be called (three options and other suggestion);

• Presented and/or spoken at forums and meetings making people aware of the consultation process and how they can participate, for example Bass Coast Landcare Network Board Meeting, Cape Paterson Resident and Rate Payers Association Meeting, Rural Engagement Group Meeting);

• Send the draft Strategy to government agencies for comment;

• Two open house information and discussion sessions at Cowes and Wonthaggi;

• Information sheets, survey and draft Strategy provided via website and hard copy at Council offices;

• One on one meetings with interested community members; and

• Extended the consultation period for a further six weeks to 10 February 2016.

The community response to the consultation has been encouraging with the following participation:

Activity Attendance

Attendance at open house session 14

Attendance at focus group sessions 35

No. of community groups directly contacted 32

No. of government agencies/non community group organisations directly contacted and sent the draft Strategy

34

No. of written submission received 38

No. surveys completed for the draft Strategy 9

No. of surveys completed on the name of the Strategy 47



Strategic Basis

Guiding Bass Coast Towards 2030 expresses the community’s vision for Bass Coast. One of the four key themes within the vision is ‘A celebration of natural assets’, with an aspirational statement that:

‘By protecting and maintaining our natural assets as well as putting in place the support infrastructure and services, our tourism industry thrives. Employment in a range of industries is now year-round creating a much more sustainable local economy.’

Bass Coast’s natural environment is a key to its prosperity.

The Natural Environment Sustainability Strategy 2016-26 will be a strategic document designed to deliver the community vision, and therefore Council’s Vision and Plan for Bass Coast Shire.

The Council Plan 2013–2017 provides strategic direction for the Natural Environment Strategy 2016-26:

Council plan – Key Strategic Objective – Natural Environment:

Our unique natural environment is protected, maintained and enhanced for the enjoyment of all.

Council Plan Principles

• The social, environmental and economic priorities of the Shire benefit both current and future generations.

• The intrinsic value of biodiversity and the protection of the natural eco systems will be recognised.

• Equity in the distribution of resources across the Shire.

• Transparent evidence-based and inclusive decision making.

• The provision and use of energy and resources will be promoted in an efficient and sustainable way.

Finances

Costs associated with developing the draft Natural Environment Strategy 2016-26 have been provided within Councils 2015/16 budget.

Implementation of the Natural Environment Strategy 2016-26 will be dependent on annual budget considerations of Council.

Stakeholders

Identified stakeholders include, but are not limited to:

• Bass Coast Shire Council

• Bass Coast Shire community

• Neighboring Shires

• Federal and State Government agencies

• Local Landcare, conservation, sustainability and environment volunteer groups



Statutory Requirements/Codes/Standards/Policies

The Natural Environment Strategy 2016-26 will take into consideration international treaties and State and Federal government legislative requirements, other government agency requirements and Council strategic documents.

The Natural Environment Strategy 2016-26 then informs the development of subordinate plans such as:

• Climate Change Plan

• Biodiversity Wildlife Corridors Plan

• Roadside Vegetation Management Plan

• Coastal management and foreshore plans

Other Options

Without a strategy Council risks not delivering the Bass Coast community vision, its own vision or the natural environment key strategic objectives.

The Strategy demonstrates Council’s commitment to sustainable environmental outcomes and good governance.

Council has identified the environment as a valued asset and as such, the Bass Coast Shire community have an expectation that Council will have a strategy to deliver its expectations. The Strategy and its development via a community consultation helps articulates these expectations.

Officer’s Conclusion and Recommendation

Council has received considerable feedback at both a strategic and issue based level. The feedback data was analysed, and amendments and additions were made to the draft Strategy to reflect the information received.

The following main themes came from the data and have influenced and informed changes to the Strategy:

• The need an increase focus on environmental education for the community;

• The inability of the Victorian Planning Scheme and local planning scheme to protect the environment (primarily native vegetation removal);

• Increase focus on the threat of industrialisation as well as urbanisation;

• Increase emphasis on measuring and monitoring to measure success;

• Recognition of other government agencies and organisation, particularly Parks Victoria

• Increased role of environmental volunteer groups; and

• The preferred titled being The Natural Environment Strategy 2016 -26.

This resulted in the addition of five new actions:

1.1.6 Work with local groups, businesses and developers to prioritise pedestrian and public transport use and reduce private motor vehicle use.

3.2.7 Develop and implement a project for Bass Coast Shire Council to be plastic bag free, protecting our waterways and oceans.



4.1.5 Investigate new models to collaborate and work more productively with community conservation and sustainability volunteer groups within the Shire.

4.1.6 Investigate more innovative ways to educate its community, and engage and empower its environmental sustainability focused community volunteer groups to take a lead role in this task.

4.2.5 Continue to lobby for any consideration of the expansion of the Port of Hastings as a secondary container port must be subject to an independent study of the impact on the coastal environment of Bass Coast, in particular Phillip Island.

Minor amendments and additions were made to other actions in response to the feedback.

Major changes include additional sections/paragraphs written to recognise and provide information regarding:

• Community involvement,

• Key Stakeholder involvement,

• Industrialisation

• Biodiversity Biolinks

• Consultation process

• Measuring and monitoring

The Natural Environment Strategy 2016–26 responds directly to the natural environment strategies in the Council Plan 2013-17. The Strategy has been amended in response to community consultation and feedback.

The Strategy demonstrates Council’s commitment to sustainable environmental outcomes and good governance.

Council has identified the environment as a valued asset and as such, the Bass Coast Shire community have an expectation that Council will have a strategy to deliver its expectations. The Strategy and its development via a community consultation helps articulates these expectations.

Recommendation

That Council

1. Adopts the Natural Environment Strategy 2016 – 26; and

2. Thanks the community for their participation and feedback.

Attachments

AT-1 Natural Environment Strategy 2016 -26 54 Pages



Council Decision

Moved: Cr. Phil Wright / Seconded: Cr. Kimberley Brown

That Council:

1. Adopts the Natural Environment Strategy 2016-2026.

2. Invites community representatives including, but not limited to, South Gippsland Conservation Society, Phillip Island Conservation Society, Bass Coast Landcare Network, Phillip Island Nature Parks, The Energy Innovation Cooperative, submitters to the Strategy, Councillors and Council officers to develop an on-going Working Group to:

a. Assist Council in developing a Natural Environment Action Plan as part of the Natural Environment Strategy 2016-2026 that clearly articulates the actions and measures for years 1-3 of the ten year strategy

b. develop natural environment plans for local areas to restore vegetation and wildlife corridors. These plans to be combined and inform the Natural Environment Action Plan.

CARRIED

For Against

Cr Brown Cr Crugnale

Cr Le Serve

Cr Phillips

Cr Rankine

Cr Wright



H.2 Economic Development Strategy 2015 - 2020


Growth Council Plan Strategic Objective: Economic Development

Our economy is supported by diverse, local and innovative businesses and employment.

Declaration


Summary

Council’s Economic Development Strategy 2015 – 2020 will guide Council activity over the next five years to facilitate growth and economic investment in Bass Coast.

Feedback obtained from consultation on the draft Strategy has been included in the document which is now presented in its final form for adoption by Council.

Background

The Draft Economic Development Strategy 2015-2020 outlines Councils approach to achieving the Economic Development strategies outlined in the Council Plan 2013 - 2017.

Consultation on the Draft Strategy was undertaken throughout December 2015 and January 2016 with a range of internal and external stakeholders including:

• Local business operators

• Potential investors in the municipality

• Local business and tourism associations

• General community

30 submissions were received and all feedback was reviewed and included in the final version of the Strategy where appropriate. A summary of all the feedback received and how it was actioned is included at Attachment 1 (AT-1).

Strategic Basis

The Council Plan 2013 – 2017 has clearly stated objectives and strategies relating to Economic Development, specifically 'Our economy is supported by diverse, local and innovative businesses'. The development of this Economic Development Strategy will assist Council to achieve this objective and provide clarity for investors, local business operators, government agencies and the community about how Council will achieve its economic development objectives.

The Council Plan 2013 – 2017 outlines five key Economic Development strategies:

• Facilitate activities that support and promote businesses to become commercially resilient.



• Facilitate the attraction of business and industry with sustainable principles.

• Promote Bass Coast as an all year unique tourism and events destination.

• Encourage the diversity of small business that supports the culture of Bass Coast.

• Protect productive farmland and support rural business sustainability.

Council Plan Principle:

The social, environmental and economic priorities of the Shire benefit both current and future generations.

Finances

Council produced the Economic Development Strategy ‘in-house’ using the resources of the Economic Development team.

Implementation of the Economic Development Strategy will be dependent on Council’s annual budget considerations.

Stakeholders

The primary stakeholders of Council’s Economic Development Strategy are: • Council • Investors and potential investors in Bass Coast • Local Businesses • Business and tourism associations • Government representatives and agencies • Local Community • Visitors to Bass Coast

Summary of Consultation Feedback

Economic Development Strategy consultation was undertaken during December 2015 and January 2016. The consultation included:

• Rural Engagement Group Meeting

• Open Houses in Wonthaggi and Cowes

• Phillip Island Tourism Strategy 2035 joint consultation X 2 days

• Bass Coast Summer Agricultural Show

• Survey on line

• Council website

• Business Facebook page

• Business newsletter

• Business email database



Generally the feedback was very positive …

• The overall document is well laid out and is representative of the Bass Coast Shire. It is easy to read. The statistics tell the story very well.

• I am pleased to see, in this Economic Development Plan, priority consideration and incentives given to those activities that preserve the local environment with its natural beauty; incentives to attract more diverse businesses/industries, especially those with minimal environmental impact; and continuing support of farming activities. These should rightly be major elements of the Economic Development Plan.

The main feedback themes are outlined below and have been incorporated in to the Economic Development Strategy:

Strategy 1: Growing our businesses: Facilitate activities that support and promote businesses to become commercially resilient

• Support continued advocacy on Broadband

• Continued support for industry and professional development

Strategy 2: Sustainable economy: Facilitate the attraction of business and industry with sustainable principles

• Support for social enterprises and crowd sourced funding


• Recognition of the importance of the natural environment to our economy

• Recognition of climate change impacts on the local economy

Strategy 3: Visit Bass Coast: Promote Bass Coast as an all year unique tourist and events destination

• Recognition of importance of Wonthaggi, Inverloch and San Remo as secondary tourist destinations

• Encourage length of visitor stays


• Ensure visitor centres keep up with technology advances

• Recognition of importance of innovation and technology

• Advocate for improved transport access

Strategy 4: Economic diversity: Encourage the diversity of small business that supports the culture of Bass Coast

• Attraction of large scale industry

• Diversify economic base – not too dependent on tourism


Strategy 5: Farming for our future: Protect productive farmland and support rural business sustainability


• Promote new innovation and technology



• Support for local producers and groups

• Maintain control over housing developments

• Possibility of a tourism levy to support growth


Whilst there is no statutory requirement for Council to have an Economic Development Strategy, the Victorian Local Government Act 1989 states:

3C Objectives of a Council

In seeking to achieve its primary objective, a Council must have regard to the following facilitating objectives:

(a) To promote the social, economic and environmental viability and sustainability of the municipal district

(c) To improve the overall quality of life of people in the local community

(d) To promote appropriate business and employment opportunities

Other Options

Council has the option to not adopt or defer adoption of the Economic Development Strategy. There is a clear expectation from the Community however as a result of their strong participation in the community consultation phase that the Draft Strategy will be adopted and subsequently implemented by Council.


The Draft Economic Development Strategy 2015 – 2020 has been developed with extensive input from Council, Council Officers and key external stakeholders. The Strategy provides a blueprint for how Council will work with the community, local businesses, investors and government partners to drive sustainable economic development. It outlines five key strategic areas for development, and includes a detailed action plan, all linked directly to the objectives of the Council Plan 2013 – 2017.

The Economic Development Strategy 2015 – 2020 is presented for consideration and adoption by Council.

Recommendation

That Council

1. adopts the Draft Economic Development Strategy 2015 – 2020; and

2. thanks the community for their submissions.

Attachments

AT-1 Economic Development Strategy 2015 - 2020 40 Pages



Council Decision

Moved: Cr. Andrew Phillips / Seconded: Cr. Clare Le Serve

That the recommendation be adopted

CARRIED UNANIMOUSLY



H.3 Phillip Island and San Remo 20 year Tourism Strategy - Consultation on Draft Strategy


Growth Council Plan Strategic Objective: Economic Development

Our economy is supported by diverse, local and innovative businesses and employment.

Declaration


Summary

After many months of consultation with community and stakeholders the Consultant preparing the Phillip Island and San Remo Tourism Strategy 2035 (The Strategy) has prepared a draft for consideration. This report seeks authorisation to release the draft Strategy for a period of consultation with community and stakeholders.

Background

Although the tourism outlook for Phillip Island and San Remo towards 2035 looks promising, the region will face significant challenges as population and visitor trends grow including seasonal visitor fluctuations; labour and skills shortages; traffic congestion and transport linkages; global economic uncertainty; increasing environmental pressures; and increasing competition from other destinations.

Recognising the future challenges that lie ahead and the importance of tourism to the Phillip Island and San Remo community, Bass Coast Shire Council, in partnership with Regional Development Victoria, Destination Phillip Island and Phillip Island Nature Parks, have recognised that the time is right to develop a 20-Year Tourism Strategy for the region.

Council engaged Earth Check consultants to prepare the Strategy. The draft Strategy establishes a vision which recognises the region’s significance as key international and domestic tourist destination based on its unique natural environment.

The future of Phillip Island and San Remo as a sustainable tourism region will depend on a significant investment in tourism marketing and infrastructure to reposition the destination with new markets domestically and internationally.

The draft Strategy, developed from direct engagement with key stakeholders and the local community, will provide a long-term strategic framework to guide tourism development, improve visitor opportunities and facilities and strengthen the local economy through sustainable tourism and investment.

Strategic Basis

The Council Plan 2013 – 2017 has clearly stated objectives around Economic Development, specifically ‘our economy is supported by diverse, local and innovative businesses and employment’.



One of the strategies identified to assist Council to deliver this objective is ‘promote Bass Coast as an all year unique tourist and events destination’.

Council Plan Principle:


The State Government’s Gippsland Regional Growth Plan recommended the preparation of a 20 year Tourism Strategy for Phillip Island, which is to emphasis the high quality and sophisticated experiences, nature-based tourism investment, and to include an environmental capacity statement for the island.

Finances

The Gippsland Regional Growth Plan 2013 identified the need to develop a 20-year tourism strategy for Phillip Island. Funding of $150,000 has been provided by the Victorian Government through the Regional Growth Fund.

Council has provided $50,000 for the development of the Strategy.

Stakeholders

The key stakeholders for this project include:

• Bass Coast Community

• Local businesses

• Visitors

• Local, regional and state tourism bodies

• Government agencies

• Council

The draft Strategy has been developed via extensive community and industry consultation.


N/A

Other Options

There are two options available to Council.

Option One:

The first option as recommended by this report is to release the draft Strategy for community and stakeholder consultation.

Implications for Council – This option provides the opportunity for the community and stakeholders to provide feedback to Council on the draft Strategy. This is important given the project commenced seeking community and stakeholder input and ideas. There may be the opportunity to refine and improve the draft based on the feedback received from the community and stakeholders.



Option Two:

The second option is not to release the draft Strategy for community and stakeholder consultation.

Implications for Council – This option is not considered appropriate as it does not provide the opportunity for the Council to hear the views of the community and stakeholders regarding the draft Strategy prior to considering it for adoption in July 2016.


Development of the draft Strategy has followed an extensive schedule of research, engagement, development and delivery, with over 300 community members, industry and stakeholder groups consulted to date.

The objectives of the Strategy are to:

• Develop a vision that reflects the tourism needs and aspirations of the community and recognises Phillip Island and San Remo as a unique place of environmental significance;

• Provide a strong evidence base to support investment in infrastructure and service delivery;

• Align with and support the existing plans and strategies that link to tourism and the broader community and economy;

• Balance tourism demand with preserving and enhancing the natural environment through defining the environmental capacity of the Island; and

• Ensure a sustainable and diverse economy.

Based on the information provided, it is recommended that Council approve the release of the draft Strategy for further community and stakeholder consultation.

Feedback will be sought through a variety of means including:

• Council’s website

• ‘Open house drop’ in sessions on 21 and 26 May 2016

• Promotion through the ‘Phillip Island Tourism Strategy 2035’ Facebook page

• Direct email to community members and stakeholders that have participated during the consultation phase

The consultation period will be from 8 April to 26 May 2016, after which feedback will be included in the Strategy as appropriate and the final document prepared for adoption be Council.

Recommendation

That Council approves the release of the draft Phillip Island and San Remo Tourism Strategy 2035 for community and stakeholder consultation.



Attachments

AT-1 Draft Phillip Island and San Remo Tourism Strategy 2035 124 Pages

Council Decision

Moved: Cr. Phil Wright / Seconded: Cr. Andrew Phillips


CARRIED UNANIMOUSLY



H.4 Sports and Active Recreation Needs Asessment


Growth Council Plan Strategic Objective: Sustainable Development & Growth

Our built environment complements our landscape, lifestyle and climate.

Declaration

The author has no direct or an indirect interest in relation to this report.

Summary

The Bass Coast Sports and Active Recreation Needs Assessment (SARNA) aims to provide Council with the current situation and a future direction for sport and recreation provision in Bass Coast. This will assist Council to plan for the needs of the community and provide the strategic direction required to make successful grant applications.

The report has been developed throughout 2015 with extensive community consultation and analysis. It also gives a comparison benchmarking facility provision of Bass Coast with four other rural Councils.

The report includes a strategic framework and sets out principles to guide future sport and active recreation provision.

In November Council approved that the Draft Sport and Active Recreation Needs Assessment (SARNA) Report be released for community consultation for 7 weeks from 20 November 2015 to 7 January 2016.

At the completion of this public consultation period feedback from 14 individuals and clubs was received. The general comment from these respondents was that there is an immediate need to improve facilities within the Shire. The specific comments from the respondents have been incorporated into the final SARNA. The final document which incorporates this feedback is now being presented to Council for consideration.

Background

In July 2010 the Phillip Island Sport and Active Recreation Needs assessment was adopted by Council. The Bass Coast SARNA if adopted, now replaces this document as it has a whole of Shire view.

The project has five key stages of which the first four have been completed:

1. Project establishment

At the start of the project a project bulletin was sent to all external and internal stakeholders to introduce the project and outline the project purpose and objectives, consultation process, stakeholder expectations and key milestones. This bulletin was displayed on Council’s website to inform the wider community about the project.



2. Literature review and demand assessment

This stage of the project reviewed and considered existing Bass Coast Shire Council documents as well as implications for the project from recently completed state wide sports facility strategies. During this stage consideration was given to community demographics and the likely implications for the future provision of sport and recreation activities and infrastructure, and an inventory was developed. This information assisted in determining facility provision ratios and supply/demand assessment based on benchmarks and current and future population projections.

3. Internal and external consultation and engagement

During this stage a range of community and stakeholder consultations took place. Including;

• Councillor Policy Workshop held on the 5 August 2015

• The 3 “pop-up” consultations at the Grantville, Inverloch and Churchill Island Markets

• An online and hard copy community survey - Over 50 responses

• A clubs forum with over 40 people in attendance

• A sport and recreation clubs survey - Approximately 60 responses

• Approximately 30 phone interviews with Reserve Committee’s and Schools

• Site inspections and audits at all of the major sporting reserves across the Shire

• Distribution of a second project bulletin to update stakeholders on the consultation findings and draft report occurred in November 2015

4. Collating of the findings and development of the draft Sport and Active Recreation Needs Assessment Report

To make it easier to read the report is broken into two sections:

• Part A- Draft Report

• Part B- Research, Consultation and Key Findings Report

The report covers the following areas:

• Demographic overview and patterns of community change

• Sport and recreation participation summary

• Stakeholder consultation outcomes

• Benchmarking

• Facility maps

• Facility audit findings

• Sports facility hierarchy

• Future sport and active recreation provision principles

• Supply and demand assessments



• A future directions table featuring planning, facility and club development actions broken into high, medium and low priorities.

The draft report was then placed out for public comment for 7 weeks from 20 November 2015 until 8 January 2016. At the conclusion of this period Council received 14 submissions. The comments made reiterated that there was a need to improve facilities in Bass Coast. Specific reference was made to:

• Croquet facilities at Wonthaggi Recreation Reserve (4 submissions)

• Bass Coast Aquatic and Leisure Centre (2 submissions)

• Indoor Stadium (courts for basketball/netball)

• Wonthaggi Table Tennis

• Tennis facilities generally

• Cricket on Phillip Island

• Football facilities

• Netball

• Support facilities for windsurfing

• Cycle path Wonthaggi-Cape Paterson to Inverloch

Where possible this feedback has been incorporated into the final documents.

5. The fifth stage of the project was the development of the final Sports and Active Recreation Needs Assessment report (AT-1. Part A and AT-2. Part B attached).

The main findings in the Sport and Active Recreation Needs Assessment include:

• Participation in most organised sports has remained steady over the last three years, with netball and soccer experiencing the most growth.

• Participation rates for most sports however fall well below state and national averages. Consultation with local clubs, sporting associations and the wider Bass Coast community indicated poor facility condition, suitability (e.g. fit for purpose facilities) and accessibility was a key barrier to attracting new participants and enabling club growth and sustainability.

• Project research, participation rates and consultation suggests that with the exception of basketball, netball, soccer, croquet, indoor aquatics facilities and shared trails, the Shire’s current facility provision (number of playing facilities) is adequate, however the condition of these facilities is below standard.

• There is a strong need to upgrade and improve the condition of existing facilities ‘on and off the playing field’ with a large number of non-compliant and dysfunctional facilities preventing club development and overall sport and recreation participation growth.

• Overall participation rates in tennis and lawn bowls have plateaued.

• ‘Lifestyle’ and ‘extreme’ sports and activities have increased in popularity including surfing, windsurfing, skating and BMX



High priority areas identified for future sport and active recreation planning and provision for the Bass Coast Shire include but are not limited to:

• Development of an indoor highball facility in Wonthaggi.

• The need to urgently address the inadequate indoor aquatic facility provision across the Shire through implementation of the Bass Coast Aquatic and Leisure Centre Master Plan, and construction of a local level indoor aquatic facility on Phillip Island.

• Upgrading of player and umpire change rooms and supporting amenities that are female and family friendly.

• The need to address netball and tennis court non-compliance and surface condition issues.

• Support the growth of soccer through provision of improved player and umpire change rooms, sports field floodlighting and playing fields that are of appropriate dimensions.

• A need to address the gap in the current planning and provision for informal and active recreation pursuits with high levels of participation including walking, cycling, skate and BMX through strategy development.

• Continued support for water and lifestyle sports (e.g. windsurfing, surfing, mountain biking) through increased support infrastructure and facility access such as storage, meeting spaces and amenities.

Strategic Basis

This project provides Council with specific data on future needs for sport and active recreation in the Shire. This will assist with ensuring ‘Transparent evidence-based and inclusive decision making’ which is one of the Council Plan principles.

It also meets the requirements of other Council Plan objectives including;

“The social, environmental and economic priorities of the Shire benefit both current and future generations”.

The Sport and Active Recreation Needs Assessment will better inform Council of gaps in infrastructure to support the community’s needs.

Finances

The project has been funded in part by the State Government’s Health and Human Services Sport and Recreation Department through the Community Facility Funding Program which has contributed $30,000 to the project. The remaining funding $35,000 was allocated to the project through the Council Budget.

SARNA provides an audit of existing facilities and assesses them against current standards for various sporting codes. It provides a priority list of projects; however it does not provide costings. The findings of the SARNA report will be assessed through the 10 year capital works program which will identify further priorities for funding allocation.

SARNA provides important supporting/evidence based data for any future funding applications.



Stakeholders

The main stakeholders are:

• Bass Coast Shire Council

• Ratepayers

• Residents

• Visitors

• Community groups

• Clubs

• Sports and Recreation Victoria as a funding partner


Projects identified in SARNA will be required to meet various Australian standards, codes and guidelines as applicable and when delivered.

Other Options

That Council:

1. adopts the report with changes, or

2. Does not adopt the report.

Without a researched planned approach to sport and active recreation provision, future projects will be identified randomly and without the strategic justification. This will adversely affect Councils ability to attract grant funding under the existing grant guidelines.


The Bass Coast SARNA aims to provide Council with the current situation and a future direction for sport and active recreation provision in Bass Coast. The plan identifies through community consultation, facility inspections and participation data that there is an immediate need to improve sport and recreation facilities in the Shire.

Participation rates for most sports are well below state averages with poor quality and undersized facilities identified as a key barrier to growth. Popular sports such as basketball, indoor netball and soccer have no facilities within the Shire that meet minimum safety standards.

The report sets out the planning and facility development priorities which support the development of facilities.

Community consultation on the draft report supported the need to improve Sport and Active Recreation facilities. The 14 submissions received during the exhibition period all agreed there is an immediate need for a variety of facility improvements within the Shire.



It is recommended Council adopts the Bass Coast SARNA Report Parts A and B (AT-1 and AT-2). This comprehensive document equips Council to make informed decisions about which Sport and Active Recreation areas’ it should be focusing its limited resources on in the future. It provides the detailed background data required to help inform Council’s capital works program and the strategic direction required to make successful grant applications and funding submissions in the future.

Recommendation

1. That Council adopts the Bass Coast Sports and Active Recreation Needs Assessment Part A and Part B.

2. That clubs and individuals be advised and thanked for their contribution.

Attachments

AT-1

Bass Coast Sport and Active Recreation Needs Assessment Final Report Part A

72 Pages

AT-2

Bass Coast Sport and Active Recreation Needs Assessment Research, Consultation and Key Findings Report Part B

147 Pages

Council Decision

Moved: Cr. Neil Rankine / Seconded: Cr. Andrew Phillips


CARRIED UNANIMOUSLY



H.5 Delegation of Councillors to the Phillip Island 150th Celebrations Planning Committee

File No: CM16/148 Department: Healthy Communities Council Plan Strategic Objective: Healthy Communities

Our community feels connected, safe and strong.

Declaration


Summary

Councillors represent Council on both internally generated and hosted committees, and as delegates to external committees. These appointments are approved by Council.

Cr Brown and Cr Phillips have been active members of the Phillip Island 150th Celebrations Planning Committee and have both expressed their continued willingness to formally represent Council on the Committee.

This report recommends formal appointment of the Councillors onto the Phillip Island 150th Celebrations Planning Committee.

Introduction

Council appoints delegates to a number of internal Council committees in order to meet its community and corporate obligations.

It is important for Councillors to be represented on committees for a number of reasons including:

• Some committees are legislated to provide input into strategic plans • Committees provide opportunities for Councillors, and the organisation, to

engage with the community, advocacy groups and understand emerging issues • Provide advice to Council on a variety of issues and upcoming activities

Strategic Basis

Internal Council committees and the delegation of Councillors to external organisations/committees assist Council stay abreast of emerging issues and allow Council to have involvement in key activities like this.

The Phillip Island 150th Celebrations Planning Committee directly relates to the Council Plan 2013-2017 within Healthy Communities and Economic Development as Key Strategic Objectives. The appointment of Councillors to represent Council in this Committee contributes to the achievement of both Objectives.

The Council Plan Principles applicable to the subject of this report are:

• Usage of public open space (events)

• Increase in number of new events in off peak periods



• Increase in attendance at events

• Increase in number of visitors to the Visitor Information Centres

Finances

Councillor participation in committees is covered by their general reimbursement as a Councillor. Any associated expenses, such as travel, are claimable by each individual Councillor. These expenses are allowed within Council’s operating budget.

Stakeholders

The community members represented on the Committee and the wider community of Phillip Island are the key stakeholders.


It is recommended that Cr Brown and Cr Phillips be appointed to the Phillip Island 150th Celebrations Planning Committee.

Recommendation

That Council appoints Cr Kimberley Brown and Cr Andrew Phillips to the Phillip Island 150th Celebrations Planning Committee.

Attachments

AT-1

Phillip Island 150th Celebrations Planning Committee Terms of Reference 2014

13 Pages

Council Decision

Moved: Cr. Phil Wright / Seconded: Cr. Clare Le Serve


CARRIED UNANIMOUSLY



H.6 Divestment in fossil fuels or investment in renewables




Declaration


Summary

Council has sought an initial report on options, analysis and recommendations to be provided on a strategy to move Council’s investments away from financial institutions that fund fossil fuel developments.

It is anticipated that this divestment report will be provided for Council’s consideration in June 2016.

Background

At its meeting held 9 December 2015, Council resolved as follows:

That the Bass Coast Shire develops a strategy to move its investments away from financial institutions that fund fossil fuel developments. This strategy will be incorporated into current investment policy to maximise benefits for Bass Coast Shire ratepayers and the community.

1. To this end, that the CEO provides an options, analysis and recommendations report to the March 2016 ordinary meeting. The report should specifically address;

a. whether only term investments, or additionally operational transaction accounts, should be part of this strategy,

b. whether screening of financial institutions is done by simply avoiding those having fossil fuel linked investments or whether we can prioritise those supporting clean renewable energy initiatives,

c. options to advocate to financial institutions to improve their performance both financially and environmentally,

2. A community forum to be held to explain and discuss the options available to Council.

3. Following consideration of the above, that Council develop a Fossil Fuel Divestment Strategy to be presented for adoption at the July 2016 ordinary meeting. The strategy should specifically include;

a. strategies, actions and timelines to move Council's investments to financial institutions that do not finance fossil fuel projects,

b. a public reporting to Council mechanism, and review process, to minimise indirect financing of fossil fuel projects,



c. a reporting of Council's investments, financial services arrangements and loans.

Due to existing resource limitations this report has yet to be finalised.

It is anticipated that post the adoption of the proposed 2016-2017 budget resources can be dedicated to finalising this divestment report for Council’s consideration in June 2016.

Strategic Basis

Council Plan Principles that apply include:


• Equity in the distribution of resources across the Shire.



Finances

There are no financial implications at present.

Stakeholders

The potential stakeholders include Councillors, financial institutions, internal stakeholders and the community.


Section 143 of the Local Government Act 1989 provides the basis for decisions concerning how and where Council’s may invest money.

Other Options

The option or alternative available to Council in order to expedite the provision of an options, analysis and recommendations report are to engage a consultant to produce the report.


The report being developed to address the desire to invest in an ethical manner, as opposed to a purely financial approach, is being considered from a Triple Bottom Line (TBL) perspective. This TBL approach is an aim consistent with international best practice and aligns with Council’s continuous improvement focus.

The report is unable to be prepared in time for the April 2016 Council meeting due to resourcing constraints and will be provided for consideration in June 2016.

Recommendation

That Council notes that an options, analysis and recommendations report will be provided to the June 2016 Ordinary Council meeting.



Attachments

There are no attachments for this report.

Council Decision

Moved: Cr. Neil Rankine / Seconded: Cr. Kimberley Brown


CARRIED UNANIMOUSLY



H.7 Council Services User Fees and Charges for 2016/2017




Declaration


Summary

The Council Services Fees and Charges document and schedule for 2015-2016 has been compiled and is presented to Council for formal endorsement

The fees and charges have been generally been adjusted by 3% with some fees indexed by a higher amount due to determinations by Council to discourage particular activities.

Background

On an annual basis Council adopts the service fees and charges that are to be applied for the services that are provided by Council.

For the 2016-2017 financial year, Council is intent on providing greater certainty to the users of Council services by adopting the service fees and charges prior to the adoption of the annual budget. This approach is intended to ensure that there is adequate notice of a change in Council fees and charges for users and enables greater clarity for the purposes of constructing Council’s annual budget.

Strategic Basis

Council has a pricing policy which sets out the principles and framework for how prices for council services are determined, reviewed and administered. This policy aligns with the Council Plan principles concerning transparent evidence-based and inclusive decision making.

Council has limited revenue sources available to pay for growing demand for the provision of services. The main sources of revenue include rates and charges, government grants and user fees and charges. Council is experiencing growing pressure on rates and charges revenue sources and it is appropriate that it should recoup some or all of the cost of providing some services by direct user fees and charges where appropriate.

Finances

Council fees and charges make up approximately 7% of Council’s income on an annual basis.



This important element of Council’s finances has traditionally been subject to limited variability and increases as it both attempts to recover the costs of providing services and encourages or discourages behavior through the use of pricing mechanisms.

Stakeholders

The principle stakeholders are the users of the various services provided by Council, where a fee is applicable.


The Local Government Act 1989 gives Council the power to set fees and charges to offset the cost of providing services. Council is also subject to Goods and Services Taxation legislation and regulation along with the provisions of the National Competition Policy. Under the Competition Principles agreement, Council is obliged to apply competitive neutrality principles to all significant business activities undertaken by Council. This means that the prices Council may set for services provided by any significant business must reflect the full cost of providing that service, including notional costs incurred by competitors.

Other Options

Council may as an alternative delay the adoption of the Service Fees and Charges for 2016-2017 and although no requirement exists, include this within the annual budget. This delay will impact on the provision of notice to the users of Council services and may have some impact on the development of the annual budget.


Council, having considered the service fees and charges to be applicable for the 2016-2017 financial year, are in a position to provide certainty over fees and provide notice to the users of Council’s services on the changes to service fees and charges for the 2016-2017 financial year.

The attached Council Services User Fees and Charges 2016-2017 has been prepared for the purposes of being adopted by the Council.

It is recommended that the fees and charges for 2016-2017 be adopted.

Recommendation

That Council adopts the Council Services Fees and Charges to be applied for the 2016-2017 financial year.

Attachments

AT-1 Council Services Fees and Charges 2016 2017 19 Pages



Council Decision

Moved: Cr. Neil Rankine / Seconded: Cr. Andrew Phillips


CARRIED UNANIMOUSLY



H.8 Bass Coast Shire Council Proposed Budget 2016/2017




Declaration


Summary

The draft 2016-2017 budget has been compiled and is presented to Council for endorsement and public exhibition. In accordance with Council’s resolution of 16 March 2016, the increase in average rates has been contained to the declared rate cap of 2.5%. The budget retains alignment with the Long Term Financial Plan and includes a significant refocusing of finances from the delivery of day to day services to investing in the future of the Shire through renewal of its existing infrastructure base.

2016-2017 Budget

The 2016-2017 budget will deliver a range of Council services and support community assets to the value of more than $76 million.

Total Funding allocated to the delivery of services and initiatives included in the 2016-2017 budget equates to $58 million.

A total capital works program of $15.8 million will be delivered in the 2016-2017 financial year.

In meeting its commitment to contain the operating costs of Council, the 2016-2017 budget has maintained the operating costs of Council at the 2015-2016 level, which is a real reduction of approximately $1.9 million, with both employee operating costs and materials and services being contained to nil increase from the 2015-2016 budget.

Operating costs have been reigned in at $4.5 million less than that projected in the Strategic Resource Plan (SRP) adopted in 2013-2014.

Loans

$2.909 million in borrowings are proposed to support the delivery of:

• $250,000 – Priority Bike Network - Phillip Island Road - Potters Hill to Back Beach Road San Remo (total project cost - $715,000)

• $94,177 – Pathway Gaps program (total project cost - $94,177)

• $1,636,422 – Cowes Revitalisation projects (total project cost - $16.5 million)

• $743,311 – Bass Valley Children's Centre (total project cost - $2 million)



• $184,757 – Pioneer Bay Drainage Strategy - Acquisition of Land for Strategy (total project cost - $245,000)

Rating

Council has consulted with its community during the December 2015 to March 2016 period concerning the potential of applying for a variation to the declared rate cap. In response to the feedback provided by the community Council made a decision at the 16 March 2016 Council meeting to produce a proposed budget for 2016-2017 that remained within the rate cap.

The Minister for Local Government declared that the cap on the increase in average rates for the 2016-2017 financial year to be a 2.5%. The garbage charge is proposed to increase from $319 to $327. An increase of 2.5% to meet the increased costs of service delivery.

Land Management Rebate

The land management rebate has been increased in accordance with the current Council Policy by 2.5% from $587,859 in 2015-2016 to $602,555.

Major Initiatives

The major initiatives included in the 2016-2017 budget aligned to Council’s Strategic Objectives are as follows.

Economic Development

• Implement Year One of the Economic Development Strategy

• Complete the Phillip Island and San Remo Tourism Strategy 2035

• Commence the Cowes Revitalisation Project (subject to funding)

Healthy Communities

• Prepare a new Municipal Public Health and Wellbeing Plan

• Construct the Bass Valley Children’s Centre

Sustainable Development and Growth

• Complete preparation of the Wonthaggi North East Precinct Structure Plan

• Prepare the Wonthaggi Dalyston Structure Plan

• Review the Road Management Plan

• Commence preparation of a Municipal Recreation Plan

• Review the Asset Management Strategy and Policy

Natural Environment

• Implement Year One of the Natural Environment Strategy

• Finalise contracts for waste services including kerbside collection services and management of waste facilities

Effective Governance

• Develop the Council Plan 2017/2020

• Conduct the 2016 Council Election



Additional initiatives and other projects are detailed in the budget document

Capital Works

The 2016-2017 budget includes a $15.8 million capital program that is made up of renewal, major and minor works projects.

For 2016-2017 the renewal programs totally $9.4 million have been developed based on required service levels and the condition of the assets and includes activities, such as:

• $3,080,580 – Building and facility renewal

• $2,742,949 – Roads and transport network renewal

• $1,508,539 – Replacement of existing major plant, fleet and minor plant

• $905,123 – Replacement of information and communications technology

• $518,414 – Drainage network renewal

• $188,193 – Pathways and cycle way replacement

The major and minor works, at a value of $6.4 million for 2016-2017 include a range of upgrades to existing assets and the preparation or acquisition of a range of new assets. This includes:

• $1,036,311 – Bass Valley Children's Centre

• $1,636,422 – Cowes Revitalisation Projects (which includes the Cultural Centre, Jetty Triangle and Transport Hub)

• $184,757 – Pioneer Bay Drainage Strategy - Acquisition of Land for Strategy

• $94,177 – Pathway gaps program

• $348,400 – Priority Bike Network - Potters Hill to Back Beach Road San Remo

• $52,788 – Priority Bike Network - Screw Creek to Cuttriss Street Inverloch

• $95,000 – Pioneer Bay Road and Drainage Improvement

• $45,000 – Sunset Strip Road and Drainage Improvement

• $50,000 – Public Art acquisition

• $68,000 – Settlement Rd Pathway extension from Justice Rd to Maxwell St, Cowes

• $260,000 – Thompson Reserve Lighting

• $757,000 – Wonthaggi Netball Courts Upgrade

• $973,458 – Black Spot Program - Agar Rd from Soldiers Rd to Corinella Rd

• $443,905 – Black Spot Program - Woodleigh - St Helier Rd

• $34,868 – Final Spray Seal - Tredwells Rd, Mahers Landing from Inverloch Venus Bay Rd to Mahers Landing Rd

• $100,000 – Local Road Safety Improvement Program - McBride Ave/Baillieu St East/Broom Crescent intersection upgrade

• $40,000 – Grantville Landfill Cell Design



Strategic Resource Plan

The Strategic Resource Plan provides information on the resources that Council intends to commit during the next four years to delivering the objectives of the Council Plan. The Strategic Resource Plan (SRP) is reviewed annually in line with the annual budget process and as such is incorporated within the annual budget. The SRP is also consistent with the Long Term Financial Plan that has been utilised for discussion with the community during December 2015 to February 2016 period.

The formal budget process

The process for the adoption of the budget is as follows.

• Present draft to Council (20 April)

• Open for public submissions – 26 April

• Close submissions – 25 May

• Submission hearings – Wednesday 8 June

• Adopt final budget – 22 June

It is recommended that Council endorse the draft budget, commence the community consultation process and consider any submissions in order to adopt the budget at the 22 June 2015 Council meeting.

Background

This report forms part of the statutory process for the adoption of the 2016-2017 Budget and complies with Section 129 of the Local Government Act 1989 which requires Council to give public notice that it has prepared a budget.

Council will provide due consideration to any submissions received at a Meeting to be held on 8 June 2015 and then consider the adoption of the 2016-2017 Budget at an Ordinary Council Meeting to be held on 22 June 2015.

The draft 2016-2017 Budget remains aligned with the Long Term Financial Plan recently adopted by Council and supports the delivery of “Bass Coast 2030” whilst it clearly articulates the resources required to deliver the 2013 - 2017 Council Plan.

During Council’s preparation of the draft Annual Budget, the Strategic Resource Plan has been amended to reflect the directions and commitments contained in Fair Go rating legislation and those identified by the draft Annual Budget and the Long Term Financial Plan.

The revised Strategic Resource Plan has been incorporated into the Annual Budget document to be considered for adoption on 22 June 2015.

It should be noted that ongoing efficiencies will need to be delivered in order to operate within the strategic resource plan

The 2016-2017 Budget has been prepared utilising the principles and aspirations detailed within the Long Term Financial Plan adopted by Council at the Meeting held on Wednesday 15 April 2015, adjusted to reflect community feedback received during the consultation in relation to the rate cap.

The 2016-2017 Budget has been developed through the consistent application of the core aspirations that have guided the development of the Long Term Plan which include:



(i) Ensuring Bass Coast is financially sustainable.

(ii) Maintaining our assets. We will significantly increase our investment in our assets and facilities each year to ensure they are kept in good repair.

(iii) Always reviewing our services to make sure we are operating efficiently and prioritising resources appropriately

(iv) By containing spending, any potential increase in service demand as a result of our growing population will need to be funded from efficiencies and/or prioritisation of services.

(v) Containing the operational costs (including employee costs) of running council by delivering growth in costs of just 1.6% pa.

(vi) Provide a capacity to deliver new and upgraded, long life infrastructure ($5,540 million over the duration of the 2016-2017 budget) to meet community needs.

(vii) Only use borrowing to help fund new major assets, with a long life, such as cultural and aquatic facilities.

(viii) Rubbish and waste services should be a completely user pays system.

The draft 2016-2017 budget proposes to remain within the 2.5% rate cap as set by the Minister of Local Government. This incorporates a proposed capital works program of $15.758 million, made possible by continuing to refine the approach taken to the delivery of services and shifting those efficiency savings into the capital program.

In aligning the 2016-2017 budget with the Long term Financial Plan, Council has delivered on its promise to:

1. continue to be a low rating Council;

2. contain operating costs; and

3. increase capital works spending.

This has been realised through the achievement of:

• An operating surplus of $0.5 million.

• Restricting operating costs to a nil increase from the 2015-2016 budget. This has been achieved primarily through service and efficiency gains of $1.9 million.

• Operating costs at $4.5 million less than proposed in the SRP adopted in 2013-2014 for the same period, when compared to the 2016-2017 budget.

• Employee operating costs being contained to a nil change from the 2015-2016 budget.

The draft 2016-2017 Budget proposes new borrowings of $2.909 million, whilst a further $2.848 million of borrowings is expected in the last three years of the 2016-2020 Strategic Resource Plan for new capital works requirements over the period. This level of borrowings will still result in a reduction of $3.152 million in Council borrowings over the four year period from the forecasted debt at the end of the 2015-2016 financial year. This reduction is due to an aggressive campaign to reduce the cost of borrowings to Council through the early retirement of debt, so providing Council with the sustainable capacity to deal with unforeseen financial challenges.



Council will continue to collect the Fire Services Property Levy on behalf of the State Government. This levy was introduced in 2013-2014 as a result of recommendations by the Victorian Bushfires Royal Commission (VBRC). No allowance has been made in the budget for any monies collected under this levy as Council is acting as a collection agent only and the funds raised and remitted do not form part of Council’s operations.

The full range of issues considered within the budget, are detailed in the attached budget document.

The draft 2016-2017 budget is presented to the Council seeking authorization to release for consultation. It is prepared using the Local Government Victoria Model Budget template as a basis and includes:

• An Executive summary;

• An analysis of Council’s allocation of resources in support of it’s strategic objectives;

• An analysis of Council’s budget financial statements;

• Information on rates, borrowings and infrastructure;

• Detailed financial and resourcing statements;

• A capital works program; and

• A detailed rates and charges model.

Within six months of a general election the Council prepares and adopts a Council Plan. This plan identifies the strategic direction for the Council for the next four years. Our current Council Plan has identified the key objectives as:

• Natural Environment

• Sustainability and Growth

• Healthy Communities

• Effective Governance

• Economic Development

Each of the objectives is supported by strategic indicators and performance measures that will assist the Council in monitoring the achievement of the strategic direction

Strategic Basis

Council Plan Principles • Equity in the distribution of resources across the Shire.



In addition to the key principles from the Council Plan, there are a number of strategic financial challenges that exist for Council. The 2016-2017 budget is the first created under the “fair go rates” or rate capping regime. Council has seized the opportunity to better understand the community’s needs and desires along with commencing a conversation about what it is that Council does, why does it exist and



what can it do better. This venture is combined with the renewing existing assets, continuing to provide an appropriate range and level of services to a growing community, maintaining a sound financial position and addressing the need for new capital works.

As part of establishing the attached 2016-2017 Budget, Council has revised its borrowing strategy, asset management, capital investment, discretionary and statutory reserves, capital works program, the range and level of services provided and the revenue-raising strategy.

The long term financial plan comprises the following strategic objectives which are also reflected in the 2016-2017 Budget:

• contain total spending on services at existing levels, with any increase in service levels to come from the delivery of efficiencies and/or a re-prioritisation of service funding

• maintain a viable cash position, ensuring we remain financially sustainable in the long-term

• achieve underlying operating surpluses

• maintain debt levels below prudential guidelines

• pursue grant funding for strategic capital initiatives from the state and federal government

• responsible rate increases that will see us continue to be a low rating council, but allow us to meet community asset renewal needs.

A significant emphasis has been placed on Bass Coast continuing to be a low rating Council that contains operating costs whilst increasing its commitment to maintaining, replacing and constructing new assets.

Finances

To deliver the objectives within the Council Plan, funding is collected to deliver a range of services and to support a wide variety of asset types. The charts below provide a quick snapshot of where the funds come from and then how these funds are utilised at an organisational level.



As the graph illustrates, approximately 88% of Council’s revenue is derived from three (3) sources, rates, grants provided to deliver services and grants to provide capital activities.

Revenue from rates has been capped at the declared rate cap of 2.5% in accordance with the Council decision on 16 March 2016.

From an overall perspective Council is committed to ensuring that Bass Coast is financially sustainable. The 2016-2017 budget has both enabled Council to meet its renewal requirements, increased the operating efficiency of Council (as evidenced by a nil increase in operating costs) and a shift of rates being utilised from programs and services to capital programs (see below).



Importantly, this trend in the use of rates for capital works, rather than council programs and services is an important indicator of the improved efficiency of council programs and services.

Stakeholders

In preparation for this proposed Budget 2016-2017, Council first had to formally consider whether or not it would seek a variation to the rate cap, as set by the Minister for Local Government. This included a community engagement program which sought community feedback through January until the end of February 2016.

The engagement achieved two distinct purposes: the first to establish whether or not the community supported a variation to the rate cap, and the second, if the



community did not support a variation to the rate cap, feedback on where they believed Council could reduce expenditure, services or projects.

The community was asked to prioritise Council services and projects and asked for suggestions on where Council could find further efficiencies, savings and/or cost reductions.

A summary of the engagement process undertaken was presented at the 16 March 2016 Council Ordinary Meeting. This summary included preliminary results, workshop session feedback, common themes, individual responses and an online survey collected from residents and ratepayers, which were all considered by Council in March 2016.

In response to feedback, for the first time, Council has also provided the a service snapshot or summary which provides details of each of Council’s services

Summary of feedback

The three core threads of discussion and feedback captured across the consultation were:

• Apply the rate cap

This will be applied in 2016-2017 with the proposed budget to accommodate an increase in average annual rates of no more than 2.5 per cent.

• Achieve this by operational (including staffing) efficiencies/savings/reductions

This has, and is continuing to be, achieved with ongoing efficiencies implemented to the value of over $3 million and has included the reduction of 20 FTE staff in the last two years, which will enable the reduction of operational costs into 2016-2017 year.

Service reviews have been completed for Cemetery Management, Building Approvals, Valuations, Local Laws, Emergency Management and Fire Prevention, Visitor Services and Environmental Health Services. Reviews will continue through 2016 with Caravan Parks, Recreation Services, Waste Management, Fleet Management and Funding to other Organisations.

• Seek alternative revenue streams

Council is developing a revenue strategy in the 2016-2017 year to consider possible alternative revenue generating opportunities.

Other threads or common points of discussion included:

• Council should reduce services to spend more on capital works projects

Council is maintaining the expenditure in capital works projects, both major or minor and is committed to achieving 100 per cent renewal for its assets. This has been achieved through leveraging opportunities to obtain grants and through savings of $1.9 million in the progams and services delivered by Council.



• Council should reduce staff salaries

Council will continue to identify the best strategic business model for each of its services through the service review process. This review process often results in a change to the manner in which Council delivers those services, and has thus far provided a reduction of 20 Full-time Equivalent (FTE) over the last two years.

Council is unable to arbitrarily reduce the employment conditions of council staff and is bound to various awards, enterprise agreements and the decisions of various regulatory and statutory bodies. Council is however able to determine the services that it provides and it is through that avenue that Council is addressing the level of staffing and the resultant salaries.

• Council should work with the Municipal Association of Victoria (MAV) to reduce cost shifting from other levels of government and increase grants funding

Council is working with the MAV and other individual Councils to raise the issue of cost shifting and reduced municipal grant funding and this will be a key issue to address throughout the next 12 months.

• Council should find alternate revenue streams such as a rate surcharge for non-owner occupied residences and funding from public and private corporations within the municipality who either don’t pay rates or contribute less than they could.

With a “rate cap” in place it is not possible to generate additional revenue from a change to the rating structure, without applying for a variation to the rate cap. Council is however developing a revenue strategy in the 2016-2017 year to consider possible alternative revenue generating opportunities.

• Council should reduce funding spent on printed publications and focus on communicating with ratepayers electronically and through other means

This is being considered with expenditure reduced in the production of Council publications including the Coastell newsletter and in media advertising.

• Council should reduce funding support to other organisations (for example the SES, community grants, libraries, peppercorn rent, etc.)

This is one of the service reviews due to be completed with recommendations from the review to be provided to Councillors for further consideration.

• Council should sell assets that are not well used to fund other projects

This will be in part addressed in the upcoming property strategy.

• Council should pursue more user pays services such as paid parking in tourist areas to get more income from visitors to the area

Council is developing a revenue strategy in the 2016-2017 year to consider possible alternative revenue generating opportunities.



• Council should only consider a variation where it has demonstrated every effort to deliver efficiencies and reduce costs

The considered process of service reviews has been established to ensure that Council is delivering its services in the most efficient manner possible. The results of which have been to deliver a further $1.7 million into the capital works programs from operations in the 2016-2017 year. The purpose of the LTFP and rate capping community consultation was to engage with the community to have a better shared understanding. This conversation will be ongoing.

• Council should reduce expenditure on consultants

The term “consultants” is a loose group of contractors whom provide a range of services, from specialist training, cultural heritage advice, auditors and other specialist advice. Often the consultant will have access to skills or intellectual property that Council does not have in-house. This is likely to become more prevalent in circumstances where staffing numbers are reduced. Ultimately then the projects that Council commits to is then tied to the use of contractors or consultants.

Council has through the use of the service review program sought to obtain the best possible efficiencies, balanced with the delivery of service programs and expects to continue to do so.

These threads of discussion were also supported with many individual comments and suggestions, which have been considered in the preparation of the draft 2016-2017 Annual Budget.


Section 223 of the Local Government Act gives the public the right to make submissions to the Council on any proposal contained in the budget. Should the recommendation be carried Council will be required to formally prepare and release the budget for community consultation.

The provisions of sections 127, 158 and 161 of the Local Government Act 1989 apply to the budget process. Clauses 8 and 9 of the Local Government (Finance and Reporting) Regulations also apply.


On balance, this budget continues to address the growing infrastructure renewal gap for the municipality in a responsible manner. Council has financed a significant element of this additional financial burden by reducing the cost of services, and as a result has responsibly maintained the increase in charges to residents to a reasonable level, whilst maintaining a similar long term borrowing profile.

Council faces significant challenges in maintaining its existing assets and services whilst catering for the future. These challenges are further exacerbated by the potential risks associated with a “fair go rates” regime implemented by the State Government.

Such challenges reinforce the need to understand the business of council in a much more robust way, to challenge the services we provide and the way in which we provide them. This is then an opportunity for Council to look for opportunities to generate additional income from sources that may not have been considered in the past, along with opportunities to deliver what we do in a smarter way.



In addressing those concerns the 2016-2017 budget proposes to:

• deliver a range of Council services and support community assets to the value of more than $76 million.

• deliver a capital works program of $15.8 million.

• maintain the operating costs of Council at the 2015-2016 level

• Limit overall employee operating costs being contained to nil increase from the 2015-2016 budget.

• provide the capacity to deliver new intergenerational assets and the capability to expand and upgrade assets to meet the demands of a growing community.

Further, Council will continue to be a low rating and low spending Council, coupled with a continual review process for services provided by Council, seeking out efficiencies and assessing the appropriateness of services provided, Council will continue to plan for the future sustainability of the Bass Coast.

The process for the adoption of the budget is as follows.

• Present draft to Council (20 April)

• Open for public submissions – 26 April

• Close submissions – 25 May

• Submission hearings – Wednesday 8 June

• Adopt final budget – 22 June

Also contained within the budget document is information pertaining to the Strategic Resource Planning element which articulates the budget parameters for the next four years and ensures that we have the resources to achieve our strategic direction. The recently adopted Long Term Financial Plan has been reflected in the revised Strategic Resource Plan and includes efforts to:

• contain total spending on services at or below existing levels, with any increase in service levels to come from the delivery of efficiencies and/or a re-prioritisation of service funding

• maintain a viable cash position, ensuring we remain financially sustainable in the long-term

• achieve underlying operating surpluses

• maintain debt levels below prudential guidelines

• pursue grant funding for strategic capital initiatives from the state and federal government

• provide responsible rate increases that will see us continue to be a low rating council, but allow us to meet community asset renewal needs.

It is recommended that the draft 2016-2017 budget be released for community consultation.



Recommendation

That Council

1. approves the 2016-2017 proposed Budget annexed to this resolution be the Budget prepared by the Council pursuant to section 127 of the Local Government Act 1989.

2. authorises the Chief Executive Officer to:

i. give public notice of the proposed Budget in accordance with section 129(1) of the Local Government Act 1989.

ii. make available for public inspection a copy of the proposed budget in accordance with section 129(3) of the Local Government Act 1989.

3. calls for written submissions in accordance with section 223 of the Local Government Act 1989 on the proposals contained in the 2016-2017 Budget. Written submissions will be accepted until 5.00pm Wednesday, 25 May 2016.

4. hears any person who wishes to be heard (either personally or by a person acting on their behalf) in support of a submission received in relation to the proposed Budget at a Special Committee Meeting to be held on Wednesday, 8 June 2016 at the Bass Coast Civic Centre (time to be confirmed).

5. in accordance with section 126(3) of the Local Government Act 1989, adopts the revised Strategic Resource Plan.

Attachments

AT-1 Proposed 2016-2017 Bass Coast Shire Budget 55 Pages

AT-2 Understanding Council Services - 2016-2017 Services and Programs 117 Pages

Council Decision

Moved: Cr. Andrew Phillips / Seconded: Cr. Neil Rankine


CARRIED UNANIMOUSLY



Statutory Reports



Council Decision

Moved: Cr. Clare Le Serve / Seconded: Cr. Andrew Phillips

That agenda items I.1, I.2, I.3, I.4, I.5 and I.6 be considered as a block.

CARRIED UNANIMOUSLY

I Statutory Reports

I.1 Development Services - Planning Permits issued under delegation and Development Services Activity Report for February 2016


Growth Council Plan Strategic Objective: Sustainable Development & Growth

Our built environment complements our landscape, lifestyle and climate.

Summary

Planning Permits Issued under delegation for February 2016.

Permits refused

Nil.

Permits issued

Anderson Ward

150346: The use of the premises as an Office and part waiver of car parking requirements located at 7 Korumburra Road, Wonthaggi.

150366: The subdivision of the land into two lots located at 9 Malcliff Road, Newhaven.

150400: The development of a dwelling in accordance with the endorsed geotechnical report located at 5 Thomas Court, South Dudley.

Churchill Ward

Nil.

Hovell Ward

150321: The subdivision of the land into two (2) lots located at 55 Desmond Road, Wattle Bank.

150327: The construction of a verandah outside of the building envelope located at 3 Heron Drive, Wonthaggi.

150328: The subdivision of the land into two lots located at 109 Reed Crescent, Wonthaggi.



150378: The use and development of the land with a dwelling located at 1 O’Connell Road, Wonthaggi.

150389: The two lot subdivision of the existing buildings located at 4/156-158 Graham Street, Wonthaggi.

Leadbeater Ward

150296: The re-subdivision of the land and construction of a dwelling located at 1880 Loch-Wonthaggi Road, Ryanston.

150357: The construction of a dwelling on land affected by the Bushfire Management Overlay (BMO) located at 1 Buttonwood Way, Grantville.

150385: The construction of a shed located at 75 McKenzies Road, Loch.

150393: The development and use of a dwelling located at 30 Massie Road, Bass.

150401: The use and development of the land for a dwelling located at 355 Glen Alvie Road, Glen Alvie.

McHaffie Ward

150254: The construction of a dwelling and garage located at 130 Harbison Road, Rhyll.

Thompson Ward

150373: The construction of a two storey multi-tenancy commercial building, car parking and loading requirements waiver associated with shops and offices located at 35 Thompson Avenue, Cowes.

150392: Buildings and works in a Heritage Overlay located at 3 Genesta Street, Cowes.

160004: The removal of one tree (Eucalyptus globulus spp bicostata) in poor health and poses a threat to person and property located at 15 Waratah Close, Cowes.

160007: The removal of native vegetation to enable the development of a dwelling located at 27 Koala Street, Cowes.

160009: Buildings and works associated with the Golf Club rooms including new internal layout located at 34-44 Settlement Road, Cowes.

Townsend Ward

150326: The construction and use of an art and craft centre, erect advertising sign and reduction in car parking located at 29 A’Beckett Street, Inverloch.

150391: The removal of trees (two Coastal Wattle – Acacia sophorae) to enable future development located at 23 Hobson Place, Inverloch.



Development services activity report for February 2016

Statutory Planning

This month

Last month

Year to Date

% of applications determined within statutory timeframe 56% 45% 68%

Number of live applications 173 177 -

Number of applications received for the month 36 23 320

Number of Responsible Authority outcomes 35 23 291

Building Services

This month

Last month

Year to Date

Number of Essential Service Measure inspections 1 1 44

Number of pool audit inspections 29 17 80

Number of Report and Consent applications determined 10 13 136

Number of building permits issued 2 0 12

Siting consents issued 3 2 11

Number of building notices/orders issued 2 2 33

Number of live notices/orders 46 44

Enforcement

This month

Last month

Year to Date

Number of new planning cases 15 5 98

Number of building cases 3 0 13

Number of live enforcement files 91 91 Number of planning infringement notices issued 0 1 9

Number of VCAT enforcement orders issued 0 0 2

Number of Magistrates Court prosecutions 0 0 10

Total fines received

Figures calculated on financial year

Recommendation

That the Development Services Planning Permits issued under delegation and Development Services Activity Report for February 2016 be received.

Attachments

There are no attachments for this report.



I.2 Domestic Animal Management Advisory Committee

File No: CM16/197 Department: Healthy Communities Council Plan Strategic Objective: Healthy Communities

Our community feels connected, safe and strong.

Declaration


Summary

Attached are the minutes of the Domestic Animal Management Advisory Committee meeting held on Monday, 29 February 2016.

Items discussed at this meeting:

• Bass Coast Shire Council Officer update

• DAMP Action Plan

• Community Safety Summer Update

• Pound Audit

• Sub Committee Reports –

1. Waterline consultation

2. Fenced Off-Leash area

3. Trial of dog waste bins & bags

4. Compulsory desexing & 24hr cat containment

• Hooded plovers on Council managed beaches

• General business

Reporting to Council

The Domestic Animal Management Advisory Committee Terms of Reference (Council adopted at the 21 May 2014 Council meeting) recognise:

• The Committee shall inform the Council of its activities on a regular basis. This is satisfied by the delivery of a copy of the minutes of each meeting of the Committee to Council’s Governance Officer who will include those minutes in the agenda papers for the next Ordinary Meeting of Council.

Recommendation

That Council receives the minutes of the Domestic Animal Management Advisory Committee meeting held on 29 February 2016.



Attachments

AT-1 DAMAC Meeting Minutes 7 Pages

AT-2 DAMAC Community Safety Summer Update 1 Page

AT-3 Where can I walk my dog maps 2015-2016 Hooded plover areas 1 Page

AT-4 Hooded plover article - The Advertiser 24 Feb 2016 1 Page

AT-5 DAMAC Hooded Plover Presentation - Linda Cuthbertson 5 Pages



I.3 Quarter 3 Efficiency Report 2015/2016




Declaration


Summary

The purpose of this report is for Council to note the efficiencies that the organisation has found during the first quarter of 2015/2016. These efficiencies have been organised into three categories which include:

• Service Reviews

• Organisation Design

• Continuous Improvement

Management and officers continue to look for opportunities to review the way we provide services to ensure that they remain relevant and are as efficient as possible. Any savings identified within the 2015/16 financial year will allow greater investment in Capital Works or a reduction in any need for rate increases in future years.

Background

The Council Plan articulates the Council’s vision for the future of Bass Coast and outlines strategies to be used by Council in fulfilling the vision. The Chief Executive Officer is responsible for the delivery of services and initiatives that align to the achievement of the Council Plan.

Following the commencement of the CEO, the staff resources were realigned to ensure that that structure allowed for efficient delivery of services and key initiatives identified within the Plan. Management continually reassess the structures of their departments to ensure resources are best allocated to achieve good outcomes for our community.

Council has also committed to a culture of continuous improvement and review of processes and practices to ensure the way we delivery services is efficient, relevant and meets the needs of our community. The Council has also committed to a series of Service Reviews which include the review of six services per year. The purpose of the service reviews:

• is designed to find operational efficiencies and innovations to deliver services to the community in accordance with the Council Plan and Long Term Financial Plan.



• is our commitment to continuous improvement in what we do.

• is not about performance. In general, service reviews are designed to determine the level of service we will provide and the most appropriate strategic model to provide that service.

Each of these opportunities provides Council with opportunities to identify savings and improvements.

Strategic Basis

The Council Plan 2013-2017 contains a number of principles and key strategic objectives. The efficiencies identified in this report align to the provision of services outlined in this Plan. The objectives in the Council Plan include:


• Sustainable Development and Growth




The relevant principles within the Council Plan, which are to guide all Council decisions and actions include:

• The social, environmental and economic priorities of the Shire benefit both current and future generations

• The intrinsic value of biodiversity and the protection of the natural eco systems will be recognised

• Equity in the distribution of resources across the Shire

• Transparent evidence-based and inclusive decision making

• The provision and use of energy and resources will be promoted in an efficient and sustainable way

Finances

All of the major efficiencies identified during 2015/16 will be considered in the preparation of the 2016/2017 Budget and will be transferred to future capital works or to the reduction in any need for rate increases in future years.

All efficiencies will be in accordance with the Council resolution from the Ordinary Meeting of Council dated 22 April:

That future rate increases proposed in the long-term financial plan be reviewed when considering options for the application of savings achieved as a result of service reviews.

Stakeholders

Council, Council staff, ratepayers, residents and visitors are all affected by the delivery of efficiencies across Council.




The Local Government Act states that the primary objective of Council is to endeavour to achieve the best outcomes for the local community having regard to the long term and cumulative effects of decisions.


The efficiencies and savings that have been identified in the third quarter for 2015/2016 are detailed in the attachment, they include:

Service Reviews

Service Efficiency Realised

Visitor Information Centre Up to $300,000

Organisation Design

Department Reduction of

Effective Full Time (EFT) Staff

Visitor Information Centre 1.2 EFT

Continuous Improvement

Activity or Process $ Savings or Hours Saved

Advertising spend $35,000

Internal resourcing of some bridge inspections $23,335

Review of mobile telephone accounts $40,000

Recommendation

That the Efficiency Report be received.

Attachments

AT-1 Quarter 3: Efficiency Report 1 Page



I.4 CEO's Report for April 2016




Declaration


Summary

Bass Coast Shire Council is committed to introducing more regular updates on the key projects and initiatives that are implemented. The attached report highlights a number of key projects and their progress.

Strategic Basis

The Council Plan 2013-2017 contains a number of principles and key strategic objectives. The projects outlined in this report all contribute to the achievement of this Plan. The objectives in the Council Plan include:


• Sustainable Development and Growth




The relevant principles within the Council Plan, which are to guide all Council decisions and actions include:

• The social, environmental and economic priorities of the Shire benefit both current and future generations

• The intrinsic value of biodiversity and the protection of the natural eco systems will be recognised

• Equity in the distribution of resources across the Shire

• Transparent evidence-based and inclusive decision making

• The provision and use of energy and resources will be promoted in an efficient and sustainable way

Delivery of the Major Initiatives, delivers key actions, strategies and plans which aid Council to sustain and deliver better services to the community. This assists Council in achieving all five key strategic objectives and associated strategies within the Council Plan.



Finances

All of the projects highlighted in this report are funded through the 2016/17 Budget. Some of these projects have received grant funding.

Stakeholders

Council, ratepayers, external funding bodies, residents and visitors are all affected by the delivery of the program.


The Major Initiatives are allocated for in the 2016/17 Budget. These projects are developed, approved and spent in accordance with the Local Government Act 1989, and the Procurement Policy.

The Local Government Act 1989 states that the primary objective of Council is to endeavour to achieve the best outcomes for the local community having regard to the long term and cumulative effects of decisions.

Recommendation

That the CEO’s Report for April 2016 be received.

Attachments

AT-1 CEO's Report for April 2016 2 Pages



I.5 Complaints Handling Register - Biannual Report




Declaration


Summary

At the Ordinary Meeting of Council on 18 February 2015 the Complaints Handling Policy was adopted. The Policy aims to:

• provide a standardised approach to managing customer complaints;

• provide a framework for the management of complaints and feedback with a view to continually improving services, systems and capabilities;

• increase the level of customer satisfaction by resolving issues in an effective, fair, respectful and professional manner;

• ensure all statutory requirements are satisfied, and escalation options for customers are communicated clearly.

Council has committed to reporting bi-annually on the Complaints Handling Register. This report provides a summary of the complaints received and their status.

Background

Bass Coast Shire Council (Council) is committed to providing friendly, prompt, helpful and professional customer service every time we interact with our customers.

The policy separates the complaints into seven categories which include:

• General Complaint

• Statutory Complaint

• Competitive Neutrality Complaint

• Third Party Complaint

• Anonymous Complaint

• Complaints against Councillors

• Sensitive Complaints



Council’s Complaint Handling Policy process is a three-level system that provides for the escalation of complaints from first contact, through to external review. The process is designed to handle complaints effectively and efficiently, utilising the most appropriate resources.

The three levels include:

Level 1 – Frontline Officers

Most complaints can be resolved immediately and Officers are encouraged to resolve complaints at first contact, wherever possible and such complaints do not need to be logged in the Complaints Register. If a complaint relates to a serious matter, or requires further investigation, it must be escalated to Level 2.

Level 2 – Investigation

Complaints not resolved at Level 1 will be escalated to Level 2 for managerial support and/or internal review. Complaints classified as Level 2 will be recorded in the Complaints Register.

Level 3 – Dispute

Complainants who feel that a matter remains unresolved after Levels 1 and 2 may be advised by Council to refer the complaint externally. Whilst Council cannot recommend or advise a course of external review, Officers should be aware that such a review may take the form of:

• alternative dispute resolution procedures such as mediation or conciliation;

• referring a complaint to an external agency such as the Victorian Ombudsman;

• formal proceedings in a Court or Tribunal.

The Complaints Handling Register will only report on complaints that are escalated to Levels 2 or 3.

Strategic Basis

The Council Plan 2013-2017 contains a number of principles and key strategic objectives. This report all contribute to the achievement the objective Effective Governance.

Council’s Complaint Policy and associated documents are modelled on the Victorian Ombudsman’s guide to Complaint handling for Victorian Public Sector Agencies (November 2007)

Council Plan Principles


Finances

All complaints have been dealt with within Council’s allocated resources and adopted budget.

Stakeholders

The Council, Council Staff and all members of the community are stakeholders of the Complaints Handling Policy.




Council adopted a Complaints Handling Policy in February 2015. This Policy applies to all Councillors, Council Officers and Contractors carrying out work on behalf of Council.

Council regards the protection of an individual’s privacy as an integral part of its commitment to complete accountability and integrity in all its activities and programs.

Council is committed to fulfilling its obligations under the Information Privacy Act 2000, Health Records Act 2001 and Information Privacy Principles

Other Options

It is a requirement of the Complaints Handling Policy to report twice per year on the Complaints Handling Register. Non-reporting would be a non-compliance with Council’s Policy.


Council has received two formal complaints for the period 1 October 2015 to 24 March, 2016. Both of the complaints received were classified as a Level 2 Complaint, which required investigation. The two complaints were actioned appropriately and within the 28 day timeframe required.

Recommendation

That Council receives the report outlining the complaints recorded on the Complaints Handling Register between October 2015 – March 2016.

Attachments

There are no attachments for this report



I.6 Assembly of Councillors Report for April 2016




Declaration

The reporting officer has no direct or indirect interest in this matter

Summary

Section 80A of the Local Government Act 1989 (the Act) requires all assembly of Councillors records to be reported on at the next practicable ordinary meeting of Council and to be recorded in the minutes of that meeting. This report intends to fulfil the requirements of the legislation.

Introduction

Section 76AA of the Act defines an Assembly of Councillors as

‘a meeting of an advisory committee of the Council, if at least one Councillor is present, or a planned or scheduled meeting of at least half of the Councillors and one member of Council staff which considers matters that are intended or likely to be-

a. the subject of a decision of the Council; or

b. subject to the exercise of a function, duty or power of the Council that has been delegated to a person or committee-

but does not include a meeting of the Council, a special committee of the Council, an audit committee established under section139, a club, association, peak body, political party or other organisation.’

Section 80A requires a written record to be kept of all such assemblies, stating the names of all Councillors and Council staff attending, the matters considered and any conflict of interest disclosures made by a Councillor. These records must be reported, as soon as practicable, at an ordinary meeting of the Council and recorded in the minutes.

Below is a summary of all assembly of Councillors records since the last Ordinary meeting of Council.



Date Assembly of Councillors Councillors in attendance

2 March 2016 Policy Workshop Cr Jordan Crugnale, Cr Bradley Drew, Cr Andrew Phillips, Cr Clare Le Serve, Cr Neil Rankine

9 March 2016 Policy Workshop Cr Jordan Crugnale, Cr Bradley Drew, Cr Andrew Phillips, Cr Clare Le Serve, Cr Phil Wright

9 March 2016 Community Engagement Question Time

Cr Jordan Crugnale, Cr Bradley Drew, Cr Andrew Phillips, Cr Clare Le Serve, Cr Phil Wright

9 March 2016 Councillor and Developer Session

Cr Jordan Crugnale, Cr Bradley Drew, Cr Andrew Phillips, Cr Clare Le Serve, Cr Phil Wright

15 March 2016 Bass Coast Community Road Safety Committee

Cr Andrew Phillips

23 March 2016 Policy Workshop Cr Jordan Crugnale, Cr Bradley Drew, Cr Andrew Phillips, Cr Phil Wright, Cr Clare Le Serve, Cr Neil Rankine

Recommendation

That the Assembly of Councillors records be received.

Attachments

AT-1 2016 03 02 Policy Workshop 1 Page

AT-2 2016 03 09 Policy Workshop 1 Page

AT-3 2016 03 09 Community Engagement Question Time 1 Page

AT-4 2016 03 09 Councillor and Developer meeting 1 Page

AT-5 2016 03 15 Community Road Safety Committee 2 Pages

AT-6 2016 03 23 Policy Workshop 1 Page Council Decision

Moved: Cr. Clare Le Serve / Seconded: Cr. Andrew Phillips

That agenda items I.1, I.2, I.3, I.4, I.5 and I.6 be received.

CARRIED UNANIMOUSLY

Minutes of Ordinary Meeting - 20 April 2016 Bass Coast Shire Council


J Urgent Business

There was no urgent business.



Mayoral Announcement Of Next Meeting Of Council

The Mayor advised that the next Ordinary Council meeting will be held on Wednesday, 18 May 2016 in the Bass Coast Civic Centre Council Chamber, Baillieu Street East, Wonthaggi commencing at 5.00pm.

The Mayor advised that the next Community Engagement Question Time session will held on Wednesday, 11 May 2016 in the Bass Coast Civic Centre Council Chamber, Baillieu Street East, Wonthaggi commencing at 3.00pm.

Meeting adjourned

The meeting was adjourned at 6.32pm

Meeting resumed

The meeting resumed at 6.41pm



Items Closed to the Public

Excerpt of Section 89 of Local Government Act 1989.

(2) A Council or special committee may resolve that the meeting be closed to members of the public if the meeting is discussing any of the following:

(a) Personnel matters;

(b) The personal hardship of any resident or ratepayer;

(c) Industrial matters;

(d) Contractual matters;

(e) Proposed developments;

(f) Legal advice;

(g) Matters affecting the security of Council property;

(h) Any other matter which the Council or special committee considers would prejudice the Council or any person;

(i) A resolution to close the meeting to members of the public.

(3) If a Council or special committee resolves to close a meeting to members of the public the reason must be recorded in the minutes of the meeting.



Council Decision

Moved: Cr. Neil Rankine / Seconded: Cr. Clare Le Serve

That the meeting be closed to members of the public pursuant to Section 89 (d) of the Local Government Act 1989, to consider this item as it deals with contractual matters.

CARRIED UNANIMOUSLY



K Confirmation of Closed Minutes

K.1 Minutes of Closed Ordinary Meeting held on Wednesday, 16 March 2016



L Items Closed to the Public

L.1 Contractual matter

It is recommended that the meeting be closed to members of the public pursuant to Section 89 (d) of the Local Government Act 1989, to consider this item as it deals with contractual matters.



Council Decision

Moved: Cr. Kimberley Brown / Seconded: Cr. Andrew Phillips

That the meeting be reopened to members of the public.

CARRIED UNANIMOUSLY

Meeting closed

The meeting closed at 6.53pm

minutes of ordinary meeting - 20 april 2016 · 2016. 11. 3. · title: minutes of ordinary meeting...

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