ordinary council meeting agenda 2 october 2019 10.3. good ... october... · ordinary council...

Ordinary Council Meeting Agenda 2 October 2019

110

10.3. GOOD FOOD FOR ALL: FOOD STRATEGY 2019-2022

Division: Community DevelopmentDirector: Neville IveyAuthor/Position: Caroline Amirtharajah - Health and Wellbeing Planning

Officer

OFFICER RECOMMENDATION

Council resolves to:

1. Acknowledge the essential input of stakeholders and community groups in development of the Food Strategy.

2. Acknowledge submissions to the draft Food Strategy.

3. Endorse the City of Ballarat Good Food for All: Food Strategy 2019-2022.

EXECUTIVE SUMMARY

Good Food for All: Food Strategy 2019-22 outlines the main issues facing the community in relation to the food system, clarifies Council’s role to address these issues, draws attention to the breadth of community projects in this area, and details a series of actions to be undertaken over the next four years. The draft strategy was put on exhibition for four weeks during May and June 2019 with feedback noted and incorporated.

RATIONALE

Good Food for All: Food Strategy 2019-22 is the first plan of Council which recognises health, sustainability and food security issues within the local food system, and the significant and influential role of Council. The plan also recognises the positive economic impact of the local food system, the importance of supporting local producers and retailers and the social and community benefits of supporting a diverse and inclusive food culture.

Food systems include all aspects of producing, transporting, processing, retailing and consuming food, plus disposing of food and packaging waste. The current food system makes it easy for people to purchase more processed foods with less nutritional value and has also encouraged people to consume ready prepared meals without developing the skills required to grow or prepare foods.

The current food system has contributed to significant physical and mental health issues and high levels of preventable chronic disease, with 2 in every 3 adults and at least one quarter of children overweight or obese. There are also high levels of food insecurity, with a recent analysis of welfare agencies showing 12% of people in Ballarat had accessed emergency food relief at least once over a 12-month period.

Another key area of the strategy is to address food waste. Generally, a third of household waste is attributed to food, which has been estimated to cost households over $2000 per year. The plan also draws attention to the impact the current food system has on the environment, with organisations such as VicHealth and Deakin University, VEIL (Victorian Eco-Innovation Lab) and the Public Health Association of Australia all agreeing that the current highly processed diet, which is often transported long distances and includes high levels of red meat,


111

is not sustainable and will eventually threaten Australia’s food security and reliance on imported foods.

Local government has been identified as a key influencer within the food system, with the opportunity to showcase healthy eating environments at Council managed facilities, the motive to reduce food waste, the authority to support local food production and the incentive to promote a vibrant local food culture through support of local businesses and festivals.

The plan also recognises the essential role of other stakeholders and community who are working to build a more resilient local food system. Stakeholders such as Ballarat Community Health, local welfare organisations and schools are working together to alleviate the impacts of food insecurity. Also recognising community groups that are promoting ways to reduce food and packaging waste, and opportunities such as food festivals and farmers markets which showcase local producers and offer alternative markets.

The vision of the plan is ‘all community members have access to and celebrate a vibrant, nutritious and sustainable food system’ with three key priorities and associated aims:

Priority 1 - Increase access to and promotion of safe and nutritious food Encourage greater consumption of healthy food and drinks Improve community knowledge and skills to grow and prepare healthy meals Support community food system programs

Priority 2 – Support a sustainable local food system Reduce food and packaging waste Support local food production and sales

Priority 3 – Celebrate a vibrant, inclusive food culture Encourage a healthy and inclusive food culture which supports and promotes local producers and strengthens community consultation

Submissions to the strategy

There were four submissions made to the draft strategy, with an outline of concerns and alterations detailed below. Personal feedback was made to all responders with contact details.

Concerns Alterations to StrategySubmitter - Page 5 - Requires definition of food

security and reference to human right to food- Page 5 - Stating ‘most people have good access to food on a regular basis’ reduces the significance of the issue of food insecurity- Page 6 – State more clearly the role of local government- Page 8 – Provide more description of the activities of the Food Access Network- Page 10 – challenged the consultation process undertaken- Page 12 – the role of advocacy should be a key priority

- Page 5 – added a definition of food security and noted access to food being a human right- Page 5 – removed first sentence referring to good access to food- Page 6 – replaced first paragraph with statement from council’s position paper on Access to Safe Affordable and Nutritious Food from the Social Policy Framework- Page 8 – added to description of the Food Access Network- Page 12 – reworded to include advocacy


112

- Page 13 – Action 1.10 - increase other types of support to the Food Access Network - Page 13 – Action 1.13 – support for residents who are not existing clients of council but may be clients of existing meals programs- Page 16 – outcome and target for emergency food relief should be adjusted to a shorter timeframe

- Page 13 – Change 1.10 to read ‘Advocate for increased food security through support of projects and actions undertaken by the Food Access Network and community groups, including initiative funded through council’s grant programs’ - Page 13 – Change 1.14 to read ‘Provide weekly support of local emergency food relief agencies with main meals, which are excess to the delivered meal service and promote existing food relief services to the community’- Page 16 – Move the long-term outcome on emergency food relief to the medium-term outcome section.

Submitter Suggest shortcomings of the scope of the draft Strategy, needs a fourth priority: Greater food production resilience in face of climate change and other environmental challenges. Suggest a major research undertaking required to fully understand local food production in light of climate change.Suggest various options need to be considered including treating wastewater for drought proofing vegetable production, possibilities of hot house production for certain fruits and vegetables, use of smart technologies to beat weather extremes and use of waste as a resource for closed loop food production. Suggest scoping threats and opportunities to our food supply in the future as a first step. Suggest the next version of the strategy gives a much greater emphasis to resilience of essential food supply in the face of global and local environmental challenges.

No changes were made to the strategy from this feedback, however information was sent through on relevant research being done at a state and local level and agreed the next strategy will need to move towards more consideration of the effects of climate change on local broadscale and urban agriculture.

Submitter Suggest reference to, definition of, actions and measurement of urban agriculture is lacking.Suggest urban agriculture should be referred to as an ecosystem service.Suggest consultation process needed more input from food industry representatives and land managers.Suggest opportunity to recognise urban agriculture as a legitimate urban land

Included a paragraph of explanation of urban agriculture reiterating the various examples such as community gardens, school food gardens, nature strip and public plantings and backyard gardens.


113

use and inclusion within planning schemes and land use strategies.

Submitter Suggest planting of fruit trees in nature strips presents a range of ongoing maintenance and health and safety issues, creating slip hazards, rotting fruit smells and odours and attracts European wasps and other pests. Suggest fruit trees are not the best tree from a canopy perspective where the street requires larger canopy trees relative to the scale of the street. Suggest better to promote fruit trees in public reserves and lower growing vegetables on nature strips.

The reference to fruit trees in nature strips was a comment from the community consultation. In the strategy, action 2.5 is Trial planting of food trees in public reserves as outlined in the Urban Forest Action Plan.

LEGISLATION, COUNCIL PLAN, STRATEGIES AND POLICY IMPACTS

Charter of Human Rights and Responsibilities Act 2006 City of Ballarat Council Plan 2017-2021 Municipal Public Health and Wellbeing Plan 2017-2021 Social Policy Framework Resource Recovery and Waste Management Strategy 2019-22 Urban Forest Action Plan Economic Program 2015-19 Ballarat Strategy Intercultural City Strategic Plan 2017-21

REPORTING AND COMPLIANCE STATEMENTS

Implications Considered in Report? Implications Identified?

Human Rights Yes NoSocial/Cultural Yes YesEnvironmental/Sustainability Yes YesEconomic Yes YesFinancial/Resources Yes YesRisk Management No NoImplementation and Marketing Yes YesEvaluation and Review Yes Yes

Human Rights – It is considered that this report does not impact on any human rights identified in the Charter of Human Rights and Responsibilities Act 2006.

Social/Cultural - The strategy recognises food as an integral part of daily life, with community sharing meals and celebrating occasions. Challenges created by the current food system can have detrimental social impacts upon community though physical and mental health issues, lack of access to healthy food and reduction of skills needed to grow, prepare or store healthy food. Access to culturally appropriate foods can also be an issue for food insecurity. The plan encourages continued celebration of our culturally diverse community through food-based events.


114

The draft strategy has been reviewed in line with the City of Ballarat Social Policy Framework to ensure it meets the key principles of Equity, Inclusion, Leadership, Collaboration, being Proactive and Compassion. Council’s social policy position statement on Access to Safe, Affordable and Nutritious Food was referred to in development of the strategy.

Environmental/Sustainability – Food waste has been identified as a key issue which costs households over $2000 per year but also contributes substantially to production of greenhouse gases within landfill. The sustainability of current diets has also been noted with research and state government organisations suggesting communities move towards a less processed diet of locally produced foods and less red meat, in order to secure Australia’s food security and decrease reliance on imported foods.

Economic – A key priority of the strategy is to support local food culture, through festivals and food related events, and support of local businesses and producers.

Financial/Resources – Actions from the strategy will be achievable using current staffing resources and annual operational budgets.

Implementation and Marketing – With an inaugural strategy which has broad impact across the community, the various changes and actions will be communicated and promoted through the Council media channels, and officers will gain feedback from local health and wellbeing organisations who are also working to implement similar healthy eating policies.

Evaluation and Review – The plan includes a series of short and medium term outcomes which will be monitored annually against the baseline measures and targets to determine progress towards the aims of each priority. The long-term outcomes are unlikely to show considerable change within the life of the plan but will still be reported on after four years to update any progress.

CONSULTATION

Consultation began in June 2018 with a facilitated workshop of relevant Council staff to clarify the various areas where Council has impact on the local food system and to identify areas of opportunity for future actions. A second facilitated workshop was held in June 2018 which was attended by 30 stakeholders from organisations and community groups with an interest in the food system. Key themes from these workshops were outlined in a series of poster boards which were on display in the Ballarat Library for a period of a week, followed by exhibition at eight library outreach venues over the following week. The relevant documents were then available online at the MySay section of the Council website, with further opportunity to have input over a month-long period from November to December 2018.

Once the draft strategy was developed Council agreed to place the draft on exhibition for another 4 weeks in May and June 2019. Analysis of the online platform visitors shows 280 people visited the site during the total consultation period, with 146 downloads of either the strategy or supporting documents. Four people provided feedback on the draft strategy.

OFFICERS DECLARATIONS OF INTEREST

Council Officers affirm that no direct or indirect interests need to be declared in relation to the matter of this Report.


115

REFERENCE DOCUMENTS

Food Insecurity Report (Ballarat) The role of cities in climate resilient food systems – A Foodprint Melbourne briefing. A Future for Food 2 – Healthy. Sustainable. Fair. Australian food supply scenarios: Implications for policy and practice.

ATTACHMENTS

1. FINAL Food Strategy 2019-2022 [10.3.1 - 20 pages]

1

GOOD FOODFOR ALLFood Strategy 2019-2022

116

Introduction 4

Challenges created 5

Role of Local Government 6

Role of individuals, community 7 groups and other organisations

Community consultation 10

Vision 12

Priority 1 13

Priority 2 14

Priority 3 15

Monitoring impacts and 16 outcomes of actions

Consultation process 17

Context 18

References 19

The City of Ballarat respectfully acknowledges the Wadawurrung and Dja Dja Wurrung people as traditional custodians of the land on which we live and work.

117

4

IntroductionFood is an essential and enjoyable part of daily life. We look forward to sharing meals, celebrating occasions, trying new flavours and remembering key moments with food. Food has a significant influence on our physical and mental health, is a major feature of socialising and offers key economic opportunities.

Local government is one of many influencers on the food system. Food systems include all aspects of producing, transporting, processing, retailing and consuming food, plus disposing of food and packaging waste. The food system influences our food choices - where we buy food, how we consume food and what we consume.

Today’s dominant food system is urbanised, globally connected and creates multiple challenges for society. Key features of this dominant food system include year-round access to seasonal foods which are transported large distances, purchasing from a small number of large retailers and buying more processed foods with less nutritional value. This system, which forms a disconnect to our local producers, also makes it easy for people to consume foods without developing skills to grow and prepare foods.

This City of Ballarat Food Strategy has been developed in the context of state, regional and local government plan priorities, following consideration of local data and consultation with community and stakeholders over the past 12 months. It outlines the City of Ballarat’s role in the local food system and the actions council will take over the next four years to begin to address these challenges.

119

5

Challenges created…The food system is creating many difficult challenges for our health and for the environment:

Physical and mental health – Today’s food system makes it easier for people to make poor food choices, choosing food which is low in nutrients but high in energy. Easy access to low nutrient foods is driving the local obesity epidemic and associated chronic diseases, and high rates of dental health issues. Over 61% of Ballarat adults and 27% of children are now either overweight or obese1, and dental caries are the most common but potentially avoidable reason for a child to access health services2. Recent research has also shown clear linkages between a poor diet low in fresh foods, and a higher incidence of depression, across all age groups3.

Reduced food security – The right to adequate food is an international human right and yet many people in Ballarat are experiencing reduced food security. Food security has been defined as access by all people at all times to enough food for an active, healthy life. At a minimum this would include having acceptable, nutritionally adequate and safe foods available and the ability to acquire food in socially acceptable ways without resorting to emergency food supplies or coping strategies4. In Ballarat, a recent analysis of welfare agencies showed at least 12% of our population were food insecure and had accessed emergency food relief at least once in the past 12 months5. When people do not have enough food, it affects all aspects of daily life and can severely restrict economic, social and educational participation in the community. Food insecurity can have short and long-term detrimental effects upon children who have poorer education and health outcomes and are more prone to obesity and chronic diseases6.

Food literacy – As communities become more urbanised and globally connected, we have also lost connection with where and how our food is grown, the seasonality of foods, and the skills required to grow, harvest, store and prepare healthy foods. As growing and cooking skills are lost, people are buying more pre-prepared meals and snacks, which tend to be higher in energy and lower in nutrients than meals prepared at home. The average annual spend on food eaten outside the home is estimated at nearly $4,900 per household, and while food marketers have noticed a big trend in the past year (14%) towards healthy eating preferences in food retail7, research shows 58% of the food budget is currently being spent on junk (high energy but low nutrient) foods8.

Food and resource waste – If food is thrown into the rubbish bin and goes to landfill, it releases methane, a potent greenhouse gas. When food is wasted, it also wastes the resources used to grow, harvest, transport, store and process the food. Generally, a third of household rubbish bins are made up of wasted food, estimated at $2,136 per household per year9. As processed foods take up a large proportion of the diet, the packaging of these foods also contributes substantially to household waste.

Environmental impact – The current typical Australian diet, which is high in processed and non-local foods and includes high intakes of red meat, is not only unhealthy, it is also environmentally unsustainable10. Australia’s ecological footprint is three times the world average and food production accounts for around 30% of this footprint11. Recent economic analysis shows if communities continue to follow the current unhealthy diet, increasing water deficits, land degradation and no reduction in greenhouse gas emissions will threaten Australia’s food security and increase reliance on imported foods12.

120

6

Role of local government The Victorian Local Government Act 1989 requires councils to provide the best outcomes for the community, while having regards to the long-term cumulative effects of decisions. The City of Ballarat recognises that local government is ideally placed to contribute to locally relevant, integrated and long-lasting strategies to strengthen the local food system and to increase access to healthy food in our community.

Local government can positively influence the food system, particularly in the following areas:

Public spaces and facilities – ensure healthy food and drink options are available for staff, visitors and in public spaces and facilities managed by local government

Regulation and planning – support local food production through the local planning scheme and assist food businesses with regulatory compliance

Waste education and recycling – educate the community to avoid, reduce and recycle waste

Community development – support community groups and organisations to increase community capacity and individual skills to grow and prepare foods

Facilitate partnerships – develop strong relationships with key stakeholders, organisations and government to strengthen the local food system

Data and evidence – gather information to support decision-making on the local food system and associated challenges

Education and information – provide information and support development of skills through communication tools and educators

Service delivery – contracted services to support eligible clients with a nutritious home delivered meal.

121

7

Role of individuals, community groups and other organisations Individuals and organisations can influence and strengthen the immediate food system and how it impacts locally. Daily choices and decisions of many individuals, and people making decisions within organisations, workplaces, educational settings and sports clubs, can bring about change at the local level, and address the challenges of the current food system.

A key action which individuals and community groups can take to help create a resilient local food system is to undertake various forms of urban agriculture such as school gardens, community gardens and backyard vegetable gardens.

Participating in school and community gardens teach young people about local and healthy food, develop skills in gardening and food literacy and contribute to positive physical and mental health.

There are numerous projects being delivered across the city where the key issues of food security, healthy eating and sustainable food production are actively being addressed. A key part of this strategy is to raise awareness of these projects, so community members can become more involved in food projects in their local area and take a proactive approach to strengthen the local food system.

122

8

A selection of local projects which support a resilient local food system are: Education

Stephanie Alexander’s Kitchen Garden Programs – currently operating in 16 local primary schools and one early learning centre | Get Grubby program in early learning centres | Food is Free Green Space runs gardening workshops for children | Ballarat Permaculture Guild workshops

Promoting healthy food and drinks

Ballarat Community Health supporting schools, early learning centres and workplaces to become accredited as healthy eating settings through the Achievement Program | YMCA ‘no red drinks’ policy at their facilities | Ballarat Health Services offering Healthy Choices at food outlets

Improving food security

SecondBite – administered by Ballarat Community Health, collecting surplus food from local supermarkets and redistributing to local schools and food relief agencies | Food Access Network – group of local food relief agencies which work collaboratively, share information and resources and advocate for greater food access and food security in the Ballarat region | Ballarat Foundation has food security as a key priority area and raises funds through Feed Ballarat campaign | Foodbank has secured Victorian Government funding of $5m to build a warehouse and support local emergency food relief agencies | School breakfast programs

123

9

Sustainable food production

Community gardens in Ballarat East, YMCA Delacombe, Buninyong, Learmonth and Ballarat North Neighbourhood House | Food is Free Green Space | Backyard vegetable gardens | School vegetable gardens

Reducing food waste

Hidden Orchard harvest fruit from backyards or public areas and share with owners, pickers and local charities | ShareWaste.com – online platform linking people who want to get rid of waste sustainably with others who have a compost heap | Grampians Central West Waste Resource and Recovery Group – run sustainability programs through schools (Resource Smart Schools)

Developing a local food culture

Plate Up Ballarat – month long celebration of local food supporting local producers through cafes and restaurants | Eat Drink West – central source for Western Victorian food information | Central Highlands Regional Food Hub – new regional project situated in Daylesford and supported by surrounding councils

Alternative markets

Brown Hill Market | Ballarat Farmers Market – Lake Wendouree | Bridge Mall Farmers Market | Ballarat Local Produce Swap | Ballarat Wholefoods Collective | Buninyong Community Collective

124

10

Community consultation The key issues raised by stakeholders and the community on what actions the City of Ballarat should take to strengthen the food system focus on:

Reducing food waste:

“Provide resources to support the use of worm farms, composting and backyard chooks, connect people to sites where they can take their waste – what a lovely way to connect neighbours and look after our environment at the same time.”

Supporting education:

“Support relevant community organisations to provide education programs, classes or demonstrations of just how easy and rewarding it is to grow food.”

Leadership and advocacy:

“Advocacy and support for the Ballarat food hub and associated activities such as cooking education and training.”

Supporting local producers:

“Connect producers with community, develop council-led healthy local food initiatives like discounts for residents at pick-up points or local producer food boxes for delivery.”

125

11

Creating healthy council facilities:

“Ensure all council run facilities adhere to a healthy food and drink policy for food procurement, provision and promotion.”

Developing local events:

“More food-oriented festivals funded by council supporting local producers to celebrate their wares.”

Healthier options at food businesses:

“Encourage businesses to offer healthy options for kids’ meals – other than just chicken nuggets and chips – perhaps a Ballarat Healthy Dining campaign?”

Edible plants in public spaces:

“Encourage and provide food-producing plants in public areas – fruit trees in parks, nature strips, front verge gardens.”

126

12

Vision: All community members have access to and celebrate a vibrant, nutritious and sustainable food system. To achieve this vision, the City of Ballarat will work with community and partner organisations to undertake advocacy and action which support the following priorities:

• Increase access to and promotion of safe and nutritious food

• Support a sustainable local food system

• Celebrate a vibrant, inclusive food culture

Local governments are required under the Victorian Public Health and Wellbeing Act to protect public health, prevent disease and illness, promote conditions in which people can be healthy and reduce health and wellbeing inequalities. Taking lead from these directives, considering the community feedback, the local health and wellbeing status and the context of state government priorities, the City of Ballarat has developed a series of achievable actions given the resources and timeframe available.

127

13

Priority 1: Increase access to and promotion of safe and nutritious food Key aims for this priority are to: Encourage greater consumption of healthy food and drinks

Improve community knowledge and skills to grow and prepare healthy meals

Support community food system programs

Actions

Short-medium term

1.1 Develop procedures which ensure council-managed facilities and workplaces follow Healthy Choices guidelines

1.2 Develop a healthy catering guide based on Healthy Choices guidelines which supports local food businesses

1.3 Develop a strategy which encourages sports clubs using council facilities to follow Healthy Choices guidelines

1.4 Investigate the feasibility of a program which encourages local food providers to offer healthy children’s menu options

1.5 Support local schools and early learning centres to deliver programs which improve skills to grow and prepare healthy foods

1.6 Support local community groups and organisations to deliver programs and information which improve food literacy skills

1.7 Create and promote a list of local community kitchens and public barbecues

1.8 Increase the number of water drinking taps in public spaces

Ongoing

1.9 Support a regional approach to healthy eating by participating in the Central Highlands Prevention Network

1.10 Advocate for increased food security through support of projects and actions undertaken by the Food Access Network and community groups, including initiatives funded through council’s grant programs

1.11 Undertake and support research into local food system issues

1.12 Support businesses and community groups to comply with Victorian Government food safety regulations

1.13 Be responsive to clients’ needs for provision of a nutritious, appropriate meal within the home for eligible clients within an active service model

1.14 Provide weekly support of local emergency food relief agencies with main meals, which are excess to the delivered meal service and promote existing food relief services to the community

Strategic Linkages

Council Plan 2017-21, Municipal Public Health and Wellbeing Plan 2017-21

128

14

Priority 2: Support a sustainable local food system Key aims for this priority are to: Reduce food and packaging waste

Support local food production and sales

Manage the use of agricultural land to support agriculture and food security

Actions

Short-medium term

2.1 Register for the Compost Revolution program and promote the composting and worm farm products available

2.2 Promote local shared composting sites through online platforms such as ShareWaste

2.3 Encourage use of current promotional platforms to raise the profile of local producers

2.4 Support alternative retail opportunities for local producers including farmers markets and farm gate sales

2.5 Trial planting of food trees in public reserves as outlined in the Urban Forest Action Plan

Ongoing

2.6 Support the Grampians Central West Waste Resource and Recovery Group with educational programs and advocacy around reducing waste

2.7 Support community groups to deliver gardening and composting workshops through the Community Impact Grants program

2.8 Support planting of edible gardens in public areas through the Nature Strip Policy and guidelines

2.9 Review the Ballarat Rural Land Use strategy to ensure it continues to appropriately manage agricultural land in alignment with future values and aspirations for the agricultural sector, and to ensure resilience in the context of climate change projections

2.10 Collaborate with surrounding local government authorities to support industry development of a coordinated local food supply chain

2.11 Engage with Rural Councils Victoria and other key stakeholders to identify state wide opportunities for better managing the rural interface area and protecting agricultural land from encroachment

2.12 Consider ‘Food Sensitive Planning and Urban Design’ recommendations when undertaking strategic planning projects and reviewing the local planning scheme

Strategic Linkages

Resource Recovery and Waste Management Strategy 2019-22, Urban Forest Action Plan, Economic Program 2015-19, Ballarat Strategy, Municipal Public Health and Wellbeing Plan 2017-21

129

15

Priority 3: Celebrate a vibrant, inclusive food culture Key aim for this priority is to: Encourage a healthy and inclusive food culture which supports and promotes

local producers and strengthens community connections

Actions

Short-medium term

3.1 Support inclusive community events which focus on celebrating nutritious and local foods

3.2 Provide opportunity for local producers to promote products at City of Ballarat events and festivals

3.3 Increase the range of healthy eating options at City of Ballarat-run and supported events Ongoing

3.4 Encourage celebration and knowledge of Indigenous and culturally diverse foods through community events

3.5 Promote tourism opportunities and projects which feature local food producers

Strategic Linkages

Municipal Public Health and Wellbeing Plan 2017-21, Intercultural City Strategic Plan 2017-21

130

16

Monitoring impacts and outcomes of actions... Short-term outcomes Data source Baseline measure Target (by 2022)

Workplace healthy food and drink procedures developed

Engaged Communities

Currently no procedures regarding workplace food and drinks

Procedures in place and being implemented by end 2019

Catering guide produced Engaged Communities

Currently no catering procedures or guidelines

Catering guide produced and being implemented by end 2019

An increase in the number of households purchasing products each year through Compost Revolution

Compost Revolution

27 orders 250

Increase in local sites registered on ShareWaste platform

Online data 28 sites 50 sites

Medium-term outcomes

An increase in the number of food system projects supported each year through the Community Impact Grants program

Engaged Communities

2 6

An increase in the number of schools and Early Learning Centres using vegetable gardening as part of the learning program

Engaged Communities

16 schools 1 ELC

20 schools

A decrease in the proportion of people accessing emergency food relief

Food Access Network

12% 8%

Long-term outcomes 10-year target

A decrease in the proportion of adults who are overweight and obese

VPHS* 2014 60.5% 57%

A decrease in the proportion of young people who are overweight or obese

VCAMS* 2014

26.7% 24%

A decrease in the proportion of adults who consume sugar-sweetened beverages daily

VPHS 2014 13% 10%

A decrease in the proportion of adults consuming take-away meals or snacks between 1 and 3 times per week

VPHS 2014 11.9% 10%

An increase in the proportion of adults consuming 3-4 serves of vegetables per day

VPHS 2014 31% 37%

An increase in the proportion of young people consuming the minimum daily recommended serve of fruits and vegetables

VCAMS 2016 3.2% 5%

An increase in the proportion of children consuming the minimum daily recommended serve of fruits and vegetables

VCAMS 2014 6% 8%

An increase in the diversion rate of recyclables and organics from kerbside rubbish

Sustainability Victoria

46% 70%

*VPHS – Victorian Population Health Survey * VCAMS – Victorian Child and Adolescent Monitoring System

131

17

Consultation process The consultation process for the Food Strategy has extended over a six-month period, with approximately 325 people either providing feedback, having input into development of the draft or accessing relevant documents.

Date (2018) Event Notes

1 June Facilitated workshop for City of Ballarat staff 15 attended

29 June Facilitated workshop for health and community organisations

Document of responses available30 attended

10-16 September Public display - Ballarat Library

Document of information displayed available

17 September Public display - Miners Rest PS – library outreach

18 September Public display – Lucas Community Hub

18 September Information available – Warrenheip Memorial Hall

19 September Public display – Learmonth Bowling Club

20 September Public display – Eureka Centre

20 September Public display – BCH, Sebastopol

21 September Information available – Delacombe library outreach

22 September Information available - Buninyong library outreach

12 Nov–10 December Online survey through City of Ballarat website Document of responses available26 responses, 69 downloads, 154 unique visits

16 May-16 June 2019 Draft strategy available for feedback 4 responses, 77 downloads, 126 unique visits

132

18

Context This strategy has been developed in the context of global, national, state, regional and local plans which have prioritised similar challenges.

Global UN Sustainable development goal 2: End hunger, achieve food security and improved nutrition and promote sustainable agricultureUN Sustainable development goal 12: Ensure sustainable consumption and production patterns WHO: Healthy Cities Program

National Eat for Health: Australian Dietary Guidelines: Outlining types and amounts of foods, food groups and dietary patterns for good health Food Regulation Secretariat: A key priority is to support public health objectives to reduce chronic disease related to overweight and obesity, with activities focused on labelling schemes. Also reducing foodborne illness and maintaining a robust food regulation system COAG Health Council: Ministers committed to actions that limit the impact of unhealthy food and drinks on children National Food Waste Strategy: Aiming to halve Australia’s food waste by 2030 Agricultural Competitiveness White Paper: Vision is to build a more profitable, more resilient and more sustainable agriculture sector to help drive a stronger Australian economy

State Victorian Public Health and Wellbeing Plan 2015-19: Healthy Eating and Active Living is a key priority outlining the importance of consuming healthy, sustainable and safe food and supporting healthy food choices, with an associated Outcomes Framework providing targets for monitoring and reporting VicHealth: Healthy Eating Strategy 2017-19: Priority is for more people to choose water and healthier eating options Healthy Choices: Food and drink classification guidelines for hospitals and health services, workplaces, sports centres and parks Agriculture Victoria Strategy 2017-27: Relevant priority areas include climate change, capability and regulation Artisanal Sector Program: $2m initiative to help grow Victoria’s high value food and agricultural offerings Food Source Victoria: Objective is to build stronger agri-businesses and regional communities Food and Fibre Sector Strategy 2016-25: Supporting Regional Partnerships, growth in food and wine tourism, reducing regulatory burden State government commitment of $5m to Foodbank to build a warehouse in Ballarat for emergency food storage and distributionPeri-urban strategic agricultural land: DELWP are currently consulting with community on criteria to determine what is strategic agricultural land in Melbourne’s peri-urban areas, which includes the potato farming areas in the south-eastern part of the Ballarat LGA

Regional Central Highlands Regional Partnership: Preventative Health has been identified as a key priority with $500K being allocated in 2018-19 for a regional obesity prevention project, Prevention Lab. Other relevant state-funded projects include $50K toward developing a hub for premium produce in the region (based at Hepburn)

Local Goverment

Council Plan 2017-21: Relevant to themes of Liveability, Sustainability and Prosperity Ballarat Strategy, Municipal Public Health and Wellbeing Plan 2017-21, Resource Recovery and Waste Management Strategy 2019-22, Urban Forest Action Plan, Economic Program 2015-19, Intercultural City Strategic Plan 2017-21, Social Policy Position Statement: Access to Safe, Affordable and Nutritious FoodThe City of Ballarat is a signatory to the Urban and Regional Food Declaration, which has a vision of a sustainable, healthy and fair food system

133

19

References1. Department of Health and Human Services 2016, Victorian Population Health Survey 2014: Modifiable risk factors contributing to chronic disease, State Government of Victoria, Melbourne. Accessed at: https://www2.health.vic.gov.au/public-health/population-health-systems/health-status-of-victorians/survey-data-and-reports/victorian-population-health-survey/victorian-population-health-survey-2014

2. Department of Health and Human Services 2018, Victorian Health Information Surveillance System – Ambulatory Care Sensitive Conditions (2017-18). Accessed at: https://hns.dhs.vic.gov.au/3netapps/vhisspublicsite/ViewContent.aspx?TopicID=1&SubTopicID=10

3. Deakin University 2016, Food and Mood Centre, Diet and Mental Health. Accessed at: https://foodandmoodcentre.com.au/diet-and-mental-health/

4. VicHealth 2003. Food for All? Food Insecurity Community Demonstration Projects Maribyrnong City Council and North Yarra Community Health. Accessed at: https://www.vichealth.vic.gov.au/media-and-resources/publications/food-insecurity-community-demonstration-projects

5. Ballarat Community Health 2018. Food Insecurity Report. Accessed at: https://bchc.org.au/publications/food-insecurity-report

6. Rosier K 2011. Food insecurity in Australia: What is it, who experiences it and how can child and family services support families experiencing it? Australian Institute of Family Studies. Accessed at: https://aifs.gov.au/cfca/publications/food-insecurity-australia-what-it-who-experiences-it-and-how-can-child

7. Future Food 2018. Eating out in Australia: 2017 in review. Accessed at: https://futurefood.com.au/blog/2018/1/10/eating-out-in-australia-2017-in-review

8. Dietitians Association of Australia 2017. Australians spending the majority of food budget on junk food – Media Release. Accessed at: https://daa.asn.au/wp-content/uploads/2016/05/Aussie-spending-the-majority-of-food-budget-on-junk-food-FINAL.pdf

9. Sustainability Victoria 2019. Love Food Hate Waste, Food Waste Facts. Accessed at: https://www.lovefoodhatewaste.vic.gov.au/About-your-food/Do-I-really-waste-that-much-money

10. Foodprint Melbourne 2015. The role of cities in climate resilient food systems – A Foodprint Melbourne briefing. Accessed at: https://research.unimelb.edu.au/foodprint-melbourne/publications/cities-and-climate-change-resilient-food-systems

11. Public Health Association of Australia 2012. PHAA – A Future for Food 2 – Healthy.Sustainable.Fair. Accessed at: https://www.phaa.net.au/documents/item/562

12. Lawrence M, Wingrove K, Candy S, Larsen K. 2017. Australian food supply scenarios: Implications for policy and practice. Institute for Physical Activity and Nutrition (IPAN), Deakin University. Accessed at: https://www.vichealth.vic.gov.au/media-and-resources/publications/implications-for-policy-and-practice

134


136

10.4. INTENTION TO DECLARE LANEWAY AS A PUBLIC HIGHWAY

Division: Infrastructure and EnvironmentDirector: Terry DemeoAuthor/Position: Vaughn Notting – Executive Manager Infrastructure



1. Undertake an investigation of laneways in Ballarat for the purpose of identifying laneways where ownership is in dispute or may be disputed.

2. Provide in principle support to a process leading to a Council declaration of laneways to be officially registered as public highways under Section 204 of the Local Government Act 1989 including a Section 223 Submission process.

EXECUTIVE SUMMARY

There are many laneways throughout the City of Ballarat (the City) that provide access for multiple properties. These laneways have usually been established on Parish plans pre-1988 and are often unnamed. They are owned by the City and may or may not be maintained by the City. In some cases, a laneway serves no particular purpose and may be sold to adjoining property owners.

In other cases, despite the use or need of a laneway by multiple residents, some take it upon themselves to either make an adverse possession claim for the exclusive ownership of a laneway, or simply claim ownership of a laneway by gating or fencing it off and denying access for other users.

Historically, this issue has caused conflict resulting in anxiety and frustration for affected residents. Officer time and resources are wasted in efforts to resolve the conflict, usually resulting in costly legal proceedings over an extended period. Some of these laneway conflicts have been unresolved for several years.

To effectively deal with this problem, a Council declaration of laneways as public highways will provide Council with clear and decisive control. The declaration is made under Section 204 of the Local Government Act 1989 which enables the City to act and remove unlawful obstructions within the laneways or deny any adverse possession claims.

RATIONALE

BACKGROUND

In some cases, perceived laneway ownership or entitlement historically becomes a legal issue with residents either claiming adverse possession via the Land Titles Office or simply believing that they have exclusive ownership or rights over the laneway. A stalemate situation often develops, and the issue is slow to be resolved with some cases spanning multiple years. Legal expenses can grow to unreasonable levels and relationships between owners, neighbors and the City become strained.


137

In terms of Land Law, a ‘public highway’ is land over which any member of the public has a legal right to come and go.

Roads created in post-1988 subdivisions are public highways by default. Pre-1988 roads may become public highways via two means; by common law doctrine or via declaration. The common law doctrine is known as dedication and acceptance where a road (including laneways) is dedicated by the landowner and accepted by the public to be a public highway. The second means is via declaration of laneways to be public highways and this is achieved under Section 204 of the Local Government Act 1989.

As the common law doctrine of dedication and acceptance is subjective and can be argued, a declaration of a laneway as a public highway will provide undisputed clarity for Council in terms of laneway ownership. Once declaration is made, Council becomes the undisputed true owner of the laneway and may respond efficiently and effectively to any disputes. In the case of adverse possession, there can be no adverse possession claim made if the laneway is declared as a public highway. In the case of denial of access via fencing or gating, the City may act under Schedule 11 Clause 5 of the Local Government Act 1989 and have the owner remove or remove any obstruction within a road reserve. This represents a strategic approach in dealing with laneway disputes. The proposal is designed to save on legal costs, time and property owner anxiety in dealing with laneway disputes. It is considered that the proposal will greatly improve customer relations by having a proper mechanism in place. It is anticipated that future reports will be put to Council for consideration. The reports will include a listing of the most vulnerable laneways within Ballarat where ownership is under dispute or may be disputed. It is further anticipated that these reports will culminate in a bulk declaration of laneways as public highways.

PROPOSED PROCESS

The laneway ownership dispute process including declaration of laneways to be public highways, is proposed as follows:

A report presented to Council with the recommendation to make its intention to declare a list of laneways to be public highways.

Public Notice and Section 223 submission process in which anyone can make a submission in relation to Council’s intention to declare the laneways as public highways.

Submissions panel hearing process where Council can consider and hear submissions from the affected residents and the general public.

A further report to Council declaring the laneways as public highways (pending outcome of the hearing process)

Notification to the affected property owners and advice relating to potential VCAT applications for appeal.

Potential VCAT hearing (if any). On confirmation of the declaration, property owners are notified of the final decision. A ‘Notice to Comply’ is sent to offending residents. The City may act in accordance with Schedule 11 Clause 5 of the LGA if offending

residents are non-compliant with their notice to comply.

The process described above provides for the declaration of laneways as public highways and does not impact on Council’s obligations to maintain laneways of this status, with Council able to determine specific maintenance regimes separately under the Road Management Act 2004.


138


Charter of Human Rights and Responsibilities Act 2006 City of Ballarat Council Plan 2017-2021 Road Management Act 2004 Local Government Act 1989



Human Rights Yes NoSocial/Cultural Yes YesEnvironmental/Sustainability No NoEconomic Yes YesFinancial/Resources Yes YesRisk Management Yes YesImplementation and Marketing Yes YesEvaluation and Review Yes Yes


Social/Cultural – It is considered that the proposed declaration process for handling laneway disputes will greatly improve social outcomes for the affected residents. This will be achieved by alleviating stress and anxiety caused by the actions of some property owners who have a perception of ownership or entitlement over a laneway. Also, a proper process will assist Council Officers resolve laneway disputes in a more efficient and effective manner.

Economic – It is considered that the proposed declaration process for handling laneway disputes will mitigate the need to initiate costly legal proceedings to resolve conflict.

Financial/Resources – It is considered that the proposed declaration process for handling laneway disputes will save Council time and money caused by prolonged legal proceedings and the need for protracted staff interaction and resourcing to bring disputes to a reasonable conclusion.

Risk Management – Currently, laneway disputes can be damaging to Council’s reputation due to a perception of inaction and uncertainty around the resolution of disputes. It is considered that a proposed declaration process for handling laneway disputes will mitigate risks from a finance, resource and reputation perspective.

Implementation and Marketing – The introduction of a declaration process to handle laneway disputes may attract attention from the media. It is considered that the process could be marketed as a ‘good news story’ for Council once confirmed.

Evaluation and Review – The proposed declaration process has been identified via legal advice and training provided by the Public Land Consultancy. Skills and resourcing are available ‘in house’ for its implementation.


139

CONSULTATION

Not applicable at this stage. Should the recommendations in this report be confirmed, consultation with affected residents and the general public will be provided via formal and informal means should future resolutions be made. Consultation will be carried out above the minimum requirements of the Local government Act 1989.



ATTACHMENTS

Nil


140

10.5. COMPASSIONATE BALLARAT CHARTER

Division: Community DevelopmentDirector: Neville IveyAuthor/Position: Belinda Hynes – Coordinator Health and Social Planning

Nick Locandro - Social Planning & Engagement Officer



1. Affirm its commitment to being a Compassionate City and sign the Global Charter for Compassion.

EXECUTIVE SUMMARY

Council has been an active participant in the relatively recent establishment of the Compassionate Ballarat network and ethos in the city. This report presents an overview of the work of Compassionate Ballarat and recommends that Council sign the Global Charter for Compassion.

The Charter for Compassion is a document and worldwide movement designed to restore compassionate thinking and action with chapters at a local level (Compassionate Ballarat) and national (Australian Charter for Compassion) level. Internationally the Charter operates in over 53 countries and 430 compassionate cities.

In signing the Charter Council will commit to;

Continue its involvement in the establishment and growth of Compassionate Ballarat Participate in, and where appropriate support Compassionate Ballarat forums and

events Regular communication and connection with Compassionate Ballarat network

members and organisations

RATIONALE Compassionate cities support the physical, mental, emotional and social wellbeing of residents and they do so on the basis that there is now considerable evidence that when people are caring towards others, and feel cared for by others, their physical and mental health improves. Compassionate Ballarat aims to raise awareness and promote compassion across Ballarat by:

Enabling and resourcing people in Ballarat to see, notice and take compassionate action;

Engaging the cities leaders in applying and evaluating the application of compassion throughout their organisations;

Contributing to the global charter outcomes by piloting and testing international compassionate city measures;

Providing a framework and resources for residents wanting to participate in creating Compassionate Ballarat;


141

Creating opportunity for City of Ballarat to participate and contribute to the global work of the Charter for Compassion.

For the past 14 months under the guidance of a steering group Compassionate Ballarat have been working in the areas of public policy, education, health, business and the community. The steering group for 2018/19 was comprised of representatives from Ballarat Health Services, Victoria Police, Federation University and community members. Promoting and connecting the compassionate work occurring across the city and providing education resources, organising tools and avenues for communication are also roles undertaken. To date the following local organisations are supporting the work of Compassionate Ballarat.

Ballarat Health Services, Victorian Police, UFS, Federation University, Catholic Education Office, Art Gallery, Sovereign Hill, Buninyong Community Bank, CFA, St John’s Hospital, Ballarat Hospice, Regent Theatre, Loreto College, Big W.

Compassionate Ballarat’s work with City of Ballarat:Compassionate Ballarat has provided input and feedback into a number of recent Council policies and projects such as Social Policy Framework, Place Making for Graffiti Prevention Project, Community Attitudes to Gambling Survey, Community Safety Committee and Historical Urban Landscape Workshop and further opportunities exist to work collaboratively. Placemaking for graffiti prevention - Little Bridge Street Bus InterchangeCompassionate Ballarat has also played a role as a partner in a Department of Justice and Community Safety initiative at the Little Bridge Street Bus Interchange. This is an innovative place making project applying compassionate city design to prevent graffiti and improve perceptions of safety. Compassionate Ballarat reviewed the concept plan created by the City Design Team to ensure the principles of compassionate urban design were addressed. In addition to ensuring social and physical infrastructure supports a sense of safety and comfort, Compassionate Ballarat will run public education sessions with local retailers and community members. The sessions will be aimed at building empathy for people impacted negatively by homelessness, mental health conditions, drug and alcohol misuse and gendered violence. Other examples of work Compassion Ballarat has undertaken includes; Compassion Walk (September 16th 2018)Community event promoting and celebrating compassionate actions in Ballarat. Engaging over 200 participants. CEO Forums (2018-2019)Training local CEO’s in the application of compassion within their organisations. The forums have included presentations by noted authors and practitioners on compassionate leadership and emotional intelligence skills.


142

Compassionate Design Forum (March 2019)This forum discussed the intentional creation of nurturing and connected spaces. Compassionate city incorporates design qualities that inspire and invite people to do things that support their well-being, because the quality of their surroundings provokes the desire to do so. Future opportunities Celebrating Compassion (October 20 - 27 2019) A range of professional development events and activities led by Compassion Ballarat to raise awareness and inspire how in applying the evidence base of compassion the key social issues in health, education, business and the community can be supported. OPTIONS

1. Endorse that City of Ballarat sign the Global Charter for Compassion and become a Compassionate City.


Charter of Human Rights and Responsibilities Act 2006 City of Ballarat Council Plan 2017-2021 Ballarat Events Strategy 2018-2028 Disability Access and Inclusion Plan 2019-2022 Municipal Public Health and Wellbeing Plan 2017-2021 Intercultural City Strategic Plan 2018-21 Ballarat Creative City Strategy 2018 – 2028 Social Policy Framework



Human Rights Yes NoSocial/Cultural Yes YesEnvironmental/Sustainability No NoEconomic No NoFinancial/Resources Yes NoRisk Management No NoImplementation and Marketing No YesEvaluation and Review Yes Yes

Human Rights – It is considered that becoming a signatory of the Charter will not impact on any human rights identified in the Charter of Human Rights and Responsibilities Act 2006.

Social/Cultural – Social and cultural implications are considered in the work of Compassionate Ballarat. Social and cultural inequities are evidenced throughout our community and Compassionate Ballarat aims to encourage people to act in a compassionate manner, supporting and improving the wellbeing of residents.

Financial/Resources – Compassionate Ballarat is not seeking any direct financial support from Council. Officer time, participation in events and forums and minor contributions towards


143

the cost of events is the level of commitment. These minor contributions can be met within existing budget.

Evaluation and Review – The program and charter and outcomes from participation will be reviewed annually.

CONSULTATION

Compassionate Ballarat have held several discussions with Council Officers and Councillors to outline their work and the opportunity to become a Compassionate City.



REFERENCE DOCUMENTS

ATTACHMENTS

Nil


144

10.6. ROAD DISCONTINUANCE DUGGAN STREET

Division: Infrastructure and EnvironmentDirector: Terry DemeoAuthor/Position: Darren Sadler – Executive Manager Property Services and

Facilities Management



1. Proceed with a road reserve discontinuance situated in Howitt Street, Black Hill being part of LP212989A and consolidate with Lot 1 on LP212989 being 3 Duggan Street, Black Hill.

EXECUTIVE SUMMARY

The purpose of this report is for Council to consider proceeding with a road discontinuance for part of Howitt Street being LP212989A, and determine if the road should be discontinued and then consolidated with Lot 1 on LP212898, also known as 3 Duggan Street, Black Hill.

The Shire of Bungaree in 1990 excised a portion of 3 Duggan Street with the intention to include in the Howitt Street road extension, but with a commitment that any land not required within the extension be returned to the owner of the property.

The owner has made representation to Council to have this portion of the excised property returned and reinstated within the original parcel.

Council placed a Public Notice on the 1 August 2019 in order to comply with the requirements of Section 223 of the Local Government Act 1989 with no submissions received.


145

RATIONALE

The Shire of Bungaree in 1990 excised a portion of 3 Duggan Street with the intention to include in the Howitt Street road extension with a commitment that any land not required within the extension be returned to the owner of the property.

The owner has made representation to Council to have this portion of the excised property returned and reinstated within the original parcel.

Council has undertaken the statutory process in accordance with Section 223 of the Local Government Act 1989 with no submissions received.

Given the commitment was made to the land owner it is recommended that Council returns this portion of land to be consolidated with original parcel.

The portion of land is not required to deliver the road infrastructure for which it was originally required and to that end it is considered appropriate that the commitment provided by the previous Local Government entity be honored and that the land be transferred back to the owner at no cost to be consolidated back into the parcel and rationalise the residential lot given the land is for all intentional purposes used as part of the residential parcel.

It is considered that the public interest is served appropriately by this recommended approach.


Charter of Human Rights and Responsibilities Act 2006 City of Ballarat Council Plan 2017-2021 Local Government Act 1989



Human Rights Yes YesSocial/Cultural Yes YesEnvironmental/Sustainability No NoEconomic No NoFinancial/Resources Yes YesRisk Management Yes YesImplementation and Marketing Yes YesEvaluation and Review No No


Social/Cultural – This proposed road discontinuance has been requested by the property owners of 3 Duggan Street, Black Hill. Given the Shire of Bungaree made a commitment in 1992 to return the subject land this report is to support that commitment.

Financial/Resources – Given the Shire of Bungaree made a commitment to the owner in 1992 Council will be bearing the costs associated with the reinstatement.


146

Risk Management – If Council were to renege on its commitment in 1992 there is a considerable reputational risk.

Implementation and Marketing – Council in accordance with Section 223 of the Local Government Act 1989 has advertised its intention to discontinue part of the road reserve situated in Howitt Street, Black Hill being part of LP212989A and consolidate with Lot 1 on LP212989 being 3 Duggan Street, Black Hill with no submissions received.

CONSULTATION

Consultation has occurred with relevant Council officers and a public notice in accordance with Section 223 of the Local Government Act 1989 with no submissions received.



REFERENCE DOCUMENTS

Local Government Act 1989 Road Management Act 2004

ATTACHMENTS

1. 29 April 1992 - Bungaree Shire - Road Easement Discontinuance Proposal [10.6.1 - 3 pages]


150

10.7. INTERNATIONAL TRAVEL

Division: Infrastructure and EnvironmentDirector: Terry DemeoAuthor/Position: Terry Demeo – Director Infrastructure and Environment



1. Support the international travel of Peter Marquand Council’s Curator of Parks and Nursery to attend the Botanic Gardens Australia and New Zealand (BGANZ) 2019 Congress being held in Wellington New Zealand from the 20th of October 2019 to the 23rd of October 2019.

2. Receive a further report in relation to the congress on Mr Marquand’s return.

EXECUTIVE SUMMARY

The BGANZ is a peak body of Botanical Gardens for Australia and New Zealand and the curator and senior staff in Ballarat Botanical Gardens have continued to play an active role with this peak body to ensure that the Ballarat Botanical Gardens, as one of the oldest in Australia continues to be at the forefront of development and expertise.

This year’s conference is being held in New Zealand and has a relevant list of speakers and material to the circumstances of the City of Ballarat’s parks and botanic gardens. It is on this basis that it is recommended that Peter Marquand, Council’s Curator, Parks and Nursery attend the annual conference.

RATIONALE

(BGANZ) is the chief body representing the interests of Botanic Gardens in Australia and New Zealand. The aims of BGANZ include the following,

The provision of a forum for information exchange and coordinated planning. Being an advocate for the interests of Australian and New Zealand botanic gardens. Building and maintaining links with relevant national and international bodies.

The Ballarat Botanical Gardens has been actively involved with BGANZ since incorporation of the body in 2004. Current staff member Peter Marquand held the position of the Victorian BGANZ network treasurer from 2009 until 2019.

There are several benefits from attending the 2019 BGANZ congress, namely:

Educational opportunities gained from presentations by national and international speakers on topics including plant conservation, community engagement and managing changes and threats to plant collections held by Botanic gardens.

Opportunities to meet new people and to further build on existing connections in the gardens network.


151

Promote the Ballarat Botanical gardens and the projects Council is currently involved in the areas of collections management and conservation.

Opportunities to further develop a connection with Wellington Botanical gardens who hold a complimentary collection to Ballarat’s collection of both tuberous and non- tuberous begonias.

Exposure to industry innovations and initiatives.

Estimated cost of airfares, accommodation, registration, additional meals $3,000.00

It is considered that there will be significant benefit to Ballarat Botanical Gardens as a key feature for visitation and local attraction for Ballarat. It is on this basis that it is recommended that Council support the international travel for Mr Marquand accordingly.


Charter of Human Rights and Responsibilities Act 2006 City of Ballarat Council Plan 2017-2021



Human Rights Yes YesSocial/Cultural Yes YesEnvironmental/Sustainability Yes YesEconomic Yes YesFinancial/Resources Yes YesRisk Management Yes YesImplementation and Marketing Yes YesEvaluation and Review Yes Yes


Social/Cultural – The Ballarat Botanical Gardens is a key cultural feature of Ballarat and continuing to ensure that it maintains best practice standards is appropriate and this congress will assist in this objective.

Environmental/Sustainability – Ballarat Botanical Gardens is one of Council’s major flagships in respect to environmental and sustainability initiatives and to that end this conference is an important part of ensuring the gardens remain relevant and up to date.

Economic – The Ballarat Botanical Gardens is a major economic driver for the city and the commitment to maintain its international standards is a very worthwhile investment.

Financial/Resources – The costs associated with congress can be met within the operational budget for this financial year. The total cost is estimated at approximately $3,000.


152

Risk Management – The attendance at this congress is an important element in Council’s Risk Management approach to the gardens to ensure a best practice approach to disease control and other horticultural practices.

Implementation and Marketing – The gardens are a key attraction for Ballarat and maintenance of their international status via this congress is considered an appropriate initiative.

Evaluation and Review – As recommended a report on the benefits of the conference will be provided to Council.

CONSULTATION

With the benefit of the conference the learnings will be able to be translated to broader staff, the Friends of the Ballarat Botanical Gardens and other stakeholders.



REFERENCE DOCUMENTS

BGANZ – Congress 2019 Program

ATTACHMENTS

1. BGAN Z- Congress-2019- Program [10.7.1 - 3 pages]

BGANZ Congress 2019 – Draft Programme

Sunday 20 October 2:30 pm BGANZ Council 5:30 pm Evening reception at Begonia House

Monday 21 October 8:30 am pre-Congress coffee/tea 9:00 am Mihi whakatau and opening session with Minister Eugenie Sage 9:30 am Keynote: Robbie Blackhall-Miles (Fossil Plants) 10:30 am Morning tea 10:50 am Keynote: Rob Tipa (Ngāi Tahu) 11:35 am NEW SPEAKER TBC Keynote: Elizabeth Erasito (National Trust of Fiji) 12:05 pm Lunch 12:55 pm Afternoon Sessions – Embracing traditional cultural use of plants 10 Minute Presentations

Clare Fraser: "Mini brochures for visitor convenience." Dunedin Botanic Garden has developed fold-up, credit card sized brochures that allow visitors to pop the brochure in their pockets. Peter Dawe: Youth Community Greening inspires and educates young people about native plants, their traditional uses and how they continue to be used today through engaging programs. Stefan Caddy-Retalic: Developing an Interpretive Master Plan. Julia Watson: Forging successful partnerships for conservation engagement outcomes Michael Connor: My Favourite Garden-A Co-Creation project with the University of Wollongong. Julia Watson: Gardeners of the galaxy - the value of compelling themes for engaging visitors. Athol McDonald: Leaving A Legacy with Plants - One Community's Dream. Richard Benfield: “Mum” is the word; the role of plant societies in the past, present and future of Botanic Gardens”. Jordan Scott: Rainforest on the Rocks. Janet Cubey: Title TBC

Workshops 12:55 pm – 2:25 pm Clare Hart & Peter Symes: Landscape succession under climate change: a planning framework for creating and protecting future botanical landscapes. 2:25 pm Ian Allan: Balanced tree risk management - a workshop to guide managers towards achieving legal compliance in tree risk management and promoting the benefits of trees.

2:55 pm Afternoon tea

153

3:20 pm 10 Minute Presentations James Shugg: On old trees, arboriculturalists, Botanic Gardens and acts that inspire. Karin van der Walt: Ex situ conservation of the threatened Dactylanthus taylorii, New Zealand's only fully parasitic flowering plant. Jimmy Turner: Plants with Bite - Using creative plant displays for greater visitor engagement

Workshops continued Ian Allan: Balanced tree risk management (continued)

3:50 pm Keynote: Cate McInnes-Ng (The University of Auckland) 4:35 pm End of day session 6:30 pm BGEN social dinner – more information

Tuesday 22 October 8:00 am PD group / diversity group 8:30 am pre Congress coffee/tea 9:00 am Keynote: Alexandra Cook (University of Hong Kong) 9:45 am Keynote: Nick Waipara (Plant & Food Research) 10:30 am Morning tea 10:50 am Keynote: Greg Bourke (Blue Mountains Botanic Garden) 11:35 am Keynote: Kath Dickinson (University of Otago) 12:05 pm Lunch 12:55 pm Afternoon Sessions – Plants for pleasure and posterity 10 Minute Presentations

David Sole: Wellington Gardens - The full circle to the future. Tonia Cochran: Gondwanan flora: a global collection within a local natural ecosystem. Tim Uebergang: A visit into habitat. Discovering (South African) cycad species of the Eastern Cape, and concerns for this primitive plant group into the future. Kate Marfleet: The International Plant Sentinel Network. David Teulon: Raising the awareness of invasive alien species through biosecurity trails in botanic gardens. Karin van der Walt: Life below Zero: Ex situ Plant Conservation in Wellington. Damian Wrigley: Ex-situ seed conservation in botanic gardens - a partnership approach. Rebecca Maddern: Stories of change - Learning in a changing world. Secrets from the future of the Western Australian Botanic Garden. Maria Hitchcock: Save our Threatened Flora. John Siemon: Distilling the message.

Workshops 12:55 pm – 2:25 pm John Arnott (with Chris Russell, Bec Stanley, and Paul Tracey): Care for the Rare: Building Conservation Capacity for Regional Botanic Gardens. 2:25 pm David Reid: A Basis for Change – a novel way to evaluate and re-align living collections of modern day botanic gardens.

154

https://www.bganz.org.au/youre-invited-bgen-social-dinner-at-the-bganz-congress/

2:55 pm Afternoon tea 3:20 pm 10 Minute Presentations

Daniella Pasqualini: Growing Pains - the role of Botanic Gardens in the challenge of propagating threatened species for ex-situ collections. Stuart Elder: Transforming the Landscape, changing the culture. How to manage change in Botanic Gardens. Micheline Newton: Do we have the superhero powers to connect people with plants?

Workshops continued

David Reid: A Basis for Change –(continued)

3:50 pm Keynote: Tim Entwistle (Royal Botanic Gardens Victoria) 4:35 pm End of day session

Wednesday 23 October 8:00 am BRON group 8:30 am pre Congress coffee/tea 8:45 am Paul Smith (Botanic Gardens Conservation International) 9:15 am Tom Daniel (Stanley Smith Horticultural Trust) 9:45 am AGM / awards 10:15 am Morning tea & bus loading 10:30 -10.45 am

Field Trip depart

5:00 pm Field trips concluded with buses returning to Te Papa 6:30 pm Pre-dinner drinks in Signs of a Nation 7:00 pm Congress Dinner in Te Marae

155


156

10.8. ROAD MANAGEMENT PLAN 2019 (V6)

Division: Infrastructure and EnvironmentDirector: Terry DemeoAuthor/Position: Darren Whitford - Coordinator Risk and Compliance



1. Adopt the Road Management Plan 2019 (V6)

2. Adopt 14 October 2019 as the transition date from Road Management Plan 2017 (V5) to Road Management Plan 2019 (V6)

EXECUTIVE SUMMARY

In accordance with the Road Management Act 2004 (the Act) and the Road Management General regulations 2016, Council may amend its Road Management Plan in accordance with the regulations.

This report proposes the adoption of the Road Management Plan 2019 (Version 6) and recommends a transition date of 14 October 2019. This will allow sufficient time for system updates and transition to reflect the modified inspection and rectification requirements proposed.

RATIONALE

The purpose of the Road Management Act 2004 is to reform the law in relation to road management in Victoria. It establishes principles relating to the management of roads by Road Authorities and sets out the rights and duties of road users. The Act imposes several specific obligations on Council as a “Road Authority”. Council is required to establish appropriate asset management practices for its asset portfolio and needs to define and apply targets for asset maintenance. These include:

Establishing appropriate and affordable condition standards; Identifying and assessing needs and setting priorities; and Allocating public money to meet those needs and priorities.

These standards and targets may be included in a Road Management Plan and the plan may be used as evidence of the reasonableness of a Road Authority’s position in relation to issues of Public Liability.

The intention of the plan is to communicate with the community on Council’s responsibility for the management, maintenance and repair of the assets forming the road network, footpath and trail network and related infrastructure.

The existing Road Management Plan RMP 2017 (V5) was adopted by Council on 12 April 2017 (R121/17). Section 54 of the Act and Part 3 of the Regulations require Council to conduct regular reviews of its Road Management Plan. The most recent review was completed on 24 July 2019. The purpose of the review was to update the plan with relevant Australian


157

Standards and to meet current organisational resourcing by undertaking an analysis of asset inspection frequencies, maintenance intervention levels and response times.

Changes to the plan have been proposed to allow for greater compliance relative to available resources. Changes will also provide improved consistency with similar sized Councils.

Council formed a Road Management Plan Review Committee with the express aim of providing all relevant internal stakeholders with the opportunity to discuss and review the plan. The Committee has met on a quarterly basis since the implementation of RMP 2017 (V5) to review compliance with the plan. Any suggested changes were benchmarked against similar councils including the City of Greater Geelong, the City of Greater Bendigo and Warrnambool City Council. The Road Management Plan Review Committee recommends to Council that the proposed inspection frequencies and intervention response times are appropriate given Council’s current resources.

In total, there are 24 recommended changes which include 17 minor administrative changes and 7 Major changes to standards applied. The specific changes and analysis are detailed in the attached Road Management Plan Review Committee Report.


Charter of Human Rights and Responsibilities Act 2006 City of Ballarat Council Plan 2017-2021 Road Management Act 2004 Road Management (General) Regulations 2016



Human Rights Yes NoSocial/Cultural Yes YesEnvironmental/Sustainability Yes YesEconomic Yes YesFinancial/Resources Yes YesRisk Management Yes YesImplementation and Marketing Yes YesEvaluation and Review Yes Yes


Social/Cultural – The provision of a safe road and footpath network is an important component in minimising the risk of injury and death on Municipal roads and footpaths. Council have a legislated duty of care to maintain the road and footpath networks in a safe condition as far as reasonably practicable. This plan will assist Council in meeting this obligation.

Environmental/Sustainability – Frequent inspections and maintenance of the road and footpath network allow for a longer asset life and therefore reduce the environmental impact of wasted resources.


158

Economic – A sustainable and safe road and footpath network is integral for the delivery of goods and services within the community as well as freedom and safety of transport for the community in order to access services. This plan allocates resources for the inspection and maintenance of the road and footpath network with a view to sustaining asset duration in accordance with budgeted plans.

Financial/Resources – Intervention response times and inspection frequencies are designed within current resourcing. There are no additional financial resources required above budget estimates as a result of the proposed changes to the Road Management Plan

Risk Management – The risk assessment and management strategies included within this Road Management Plan are designed to minimise the risk to the general public as well as the operational risk to Council. Council is exposed to increased risk of liability if non-compliant with the standards specified within the Road Management Plan. This matter will be a budget consideration for Council in framing future expenditure as the extent of road and footpath infrastructure extends across the municipality requiring increased resourcing. It is considered that the proposed changes to the Road Management Plan decrease risk implications for Council.

Implementation and Marketing – It is recommended that the plan is transitioned on 14 October 2019 to allow sufficient time for system changes. Once adopted the plan will be available on the Council website.

Evaluation and Review – The Road Management Plan Review Committee consulted with all relevant internal stakeholders and conducted quarterly compliance meetings. Compliance meetings regarding the plan will continue on a quarterly basis.

CONSULTATION

The draft Road Management Plan 2019 (V6) and the Road Management Plan Review Committee Report were placed on public exhibition for a period of 28 days from 2 August 2019 in accordance with the legislation and regulations. Notices were placed in the Victorian Government Gazette and the Ballarat Times newspaper on 2 August 2019. The public exhibition period ceased on 2 September 2019. No public submissions were received.



ATTACHMENTS

1. Road Management Plan Review Committee Report 2019 [10.8.1 - 8 pages]

Road Management Plan Review Committee 2018/2019

January 2017 Page 1 of 8

ROAD MANAGEMENT PLAN REVIEW COMMITTEE REPORT

2019

159



Contents:

1. INTRODUCTION ……………………………………………………………………….32. RATIONALE …………………………………………………………..………………..33. REVIEW COMMITTEE ..……………………………………………………………....34. SUMMARY ……………………………………………………………………………..45. PUBLIC CONSULTATION …………………………………………………………...46. PROCESS ………………………………………………………………………………57. RECOMMENDATIONS ……………………………………………………………….58. CONCLUSIONS ……………………………………………………………………….8

160



1. INTRODUCTIONThis report has been prepared to provide information and advice to Council, summarising the findings and recommendations of the Road Management Plan Review Committee and for Council to note and adopt the results of this review undertaken of its Road Management Plan 2017 (Version 5). (RMP5(2017))

2. RATIONALE

The purpose of the Road Management Act 2004 is to reform the law in relation to road management in Victoria. It establishes principles relating to the management of roads by Road Authorities and sets out the rights and duties of road users. The Act imposes several specific obligations on Council as a “Road Authority”. Council is required to establish appropriate asset management practices for its asset portfolio and needs to define and apply targets for asset maintenance. These include:

Establishing appropriate and affordable condition standards; Identifying and assessing needs and setting priorities; and Allocating public money to meet those needs and priorities.

These standards and targets may be included in a Road Management Plan and the plan may be used as evidence of the reasonableness of a road authority’s position. The intention of the plan is to communicate with the community on Council’s responsibility for the management, maintenance and repair of the assets forming the road network, footpath & trail network and related infrastructure.

The existing Road Management Plan 2017 (Version 5) was adopted by Council on 12 April 2017 (R121/17). Section 54 of the Road Management Act 2004 and Part 3 of the Road Management (General) Regulations 2016 require Council to conduct regular reviews of its Road Management Plan. The current review was completed on 24 July 2019. The purpose of this review includes: updating the plan to meet current organisational resources; redefining and clarifying Councils’ obligations under the Act; and undertaking an analysis of road inspection frequencies, maintenance intervention levels and response times. Changes to the plan have been proposed to allow for greater consistency with similar sized Councils, and reviews of intervention response times to allow for greater compliance relative to available resources.

3. REVIEW COMMITTEE

Council’s Risk and Compliance team facilitated a Road Management Plan Review Committee with the express aim of providing all relevant internal stakeholders with the opportunity to discuss and review the RMP5(2017). The Committee first met on 9 May 2018 and quarterly thereafter.

Committee:

Terry Demeo Director Infrastructure and EnvironmentVaughn Notting Executive Manager InfrastructureSteve Van Orsouw Executive Manager Operations and EnvironmentLuke Ives Coordinator Road MaintenanceDarren Whitford Coordinator Risk and Compliance

161



Brooke Slater Risk and Insurance Administration OfficerMathew Morton Coordinator Asset ManagementMatthew Clark Supervisor Asset SurveillanceDaryl Wallis Coordinator Parks and GardensBen Ryan ArboristMitch Kemp Supervisor ArboriculturePeter Brown Team Leader Pathways and DrainageDanny Joyce Road Maintenance SchedulerBrodie Cookson Road Maintenance Customer Service Inspector

4. SUMMARY

In accordance with the Road Management Act 2004 (the Act) and the Road Management (General) Regulations 2016, Council must conduct a review of its Road Management Plan within 6 months of a general election. A review can however be conducted at any time and amendments made to the plan in accordance with the regulations.

The Road Management Plan Review Committee (RMPRC) was formulated for this purpose in September 2016 with a view to collaboratively review the current Road Management Plan and subsequent iterations, with all internal stakeholders represented. Meetings have been held on a quarterly basis with agendas and minutes recorded.

The wording and content of the current RMP5 (2017) were reviewed to ensure relevancy, clarity and legal requirements under the Act. Inspection frequencies and intervention time frames were reviewed in accordance with current resources and then compared with Councils of a similar size including the City of Greater Bendigo, Warrnambool City Council and The City of Greater Geelong.

The Victorian Auditor General’s Office (Local Government Insurance Risks July 2018) refers to the Road Management Plan as “the key document (Council) uses to reduce its Public Liability risk arising from its roads and footpaths—the most common cause of Public Liability claims for most councils.”

Since the adoption of RMP (V5) 2017, there has been significant increase in Council’s compliance with the Road Management Plan. Regular compliance meetings have identified some areas of the plan which require revision in order to further increase compliance levels. Non – compliance with the plan represents a significant risk to Council’s ability to rely on statutory defences contained within the Act to public liability claims associated with the road and footpath network.

In total there are 25 recommended changes which include 17 minor administrative changes and 8 major changes to standards applied.

5. PUBLIC CONSULTATION

In accordance with the requirements of Part 3 of the Road Management (General) Regulations 2016, a public consultation process was undertaken for a period of 28 days to seek public feedback on the content of the proposed Road Management Plan 2019 (Version 6)

Notices were placed in the Government Gazette and The Ballarat Times Newspaper on Thursday 1 August 2019 advising the general public of the review and where the proposed plan can be viewed.

No Public submissions were received.

162



6. PROCESS

ComplianceThe RMP 2019 (Version 6) was examined to determine compliance with the legislative requirements under:

Road Management Act 2004 Road Management (General) Regulations 2016 Code of Practice for Road Management Plans September 2004

Risk Management PrinciplesThe standards, processes and systems contained within the RMP 2019 (Version 6) were assessed utilising a risk based approach in accordance with AS/NZS ISO 31000:2018 Risk Management – Principles and Guidelines and Council’s Risk Management Framework and policy.

AccessibilityThe RMP is a publicly accessible document that needs to be easily understood by internal stakeholders and the wider community alike. Stakeholders/ Community may be unfamiliar with relevant legislation and/or risk management practices. Examination was conducted on clarity of text, tables and other information contained within the RMP(6) to determine its suitability.

ComparisonAn important aspect of the review process is to ensure that Council’s existing inspection and maintenance standards are reasonable and achievable. Council sets these standards based on available resources, both human and financial. A comparison of standards was made against similar sized Council’s including:

City of Greater Bendigo, Road Management Plan 2017 (Version 3)City of Greater Geelong, Road Management Plan 2018 (Version 7)Warrnambool City Council, Road Management Plan 2017 (Version 5)

7. RECOMMENDATIONS

RECOMMENDATION RMPRC COMMENT IMPACT ON RMP

1.The inclusion of the wording “within a road reserve” when referencing formed or unformed roads to which the RMP is applicable.

To provide greater clarity to the reader as to which roads the RMP is applicable.

Minor - administrative

2. The inclusion of the wording “The condition of” when referencing the applicability of the RMP to bluestone guttering.

To clarify that defects within the bluestone guttering will be recorded as condition defects and are a part of the capital maintenance program and that intervention response times do not apply.


3.The inclusion of the wording “Any property owner wishing to alter a nature strip must first obtain Council approval”.

To provide greater clarity to the reader when referencing nature strips and landscaping.


163




4.The deletion of the wording “Based on what has been identified, the appropriate action is taken”

Unnecessary wording in relation to inspections.

Minor – Administrative

5. The deletion of “Maintenance work is programmed in accordance with the Service Level Agreement”.

The Service Level Agreements are a separate document with reference removed to provide clarity to the reader.

Minor - Administrative

6.Change Reactive inspection times from 1 day to 3 working days.

100% Compliance with 1 day inspections after notification has been difficult to achieve due to the number of avenues available for reporting, RDOs for staff, Public Holidays and the time taken for reports to filter to the correct officer for inspection. Geelong do not list a time frame and Bendigo have 15 days. The Committee has established that 3 days is more realistic taking into account available resourcing.

Major - Standard variation

7.The insertion of the word “occurring” in relation to an incident.

Improved grammar. Minor - Administrative

8.Update of applicable Australian Standards

Standards required updating Minor - Administrative

9.Change “road segment number” to “relevant asset number”

Inspections and jobs may be logged on road segment or road surface asset.


10.Inclusion of “Quarterly compliance review meetings held”

As recommended by VAGO during the Risk and Insurance audit 2018.


11.Deletion of “and Assets” from Officer title

Change in Officer title Minor - Administrative

12. Change “update of the” to “updating the”.

Improved grammar Minor – Administrative

13.Inclusion of wording “due to resourcing or risk issues” regarding changes to the RMP.

To provide greater clarity to the reader Minor - Administrative

14. Change of “path” to “paths” and inclusion of “road” when describing road segment.

To provide greater clarity to the reader. Minor - Administrative

15.The deletion of “nature strips in urban areas” when describing the footpath and shared track hierarchy.

Nature strips are not included in the hierarchy.


164




17. Change in inspection frequency for Lake Wendouree and Victoria Park from 2 inspections every 6 months to 1 inspection every 4 months.

Given the level of Council activity already occurring at these sites it was determined that a slightly lower inspection frequency would free up resources to enable an increase in inspection frequencies for other assets. Council officers working in these sites report issues regularly and the number of defects reported are relatively low.

Major – Standard variation

18.Change in inspection frequency on high use footpaths from 1 inspection every 4 months to 1 inspection every 6 months.

This is in line with similar Councils and frees up resources to allow greater inspection frequency for medium use footpaths – a significant risk mitigation strategy.


19.Change in inspection frequency for medium use footpaths from 1 every 2 years to 1 per year.

Medium use footpaths present the majority of PL claims received by Council and more frequent inspections is a significant risk mitigation strategy. Decreasing the inspection frequencies slightly for Lake Wendouree, Vic Park and High Use footpaths frees up resources for this to occur.


20.The inclusion of “Vegetation intruding within an envelope over traffic lane within 5m height clearance on High vehicle routes”

Applicable only to the Over Dimensional Route map on the Vic Roads website. Very limited resources required.


21.The deletion of “bluestone gutter- step >100mm or missing bluestone” as a defect

Compliance with this defect has proven to be extremely difficult due to the scope of works required, heritage issues, tree roots etc. No comparable Road Management Plans include bluestone gutter defects. The City of Melbourne includes bluestone defects but does not include a rectification response time, only what constitutes a defect. These are allocated under capital works. The bluestone guttering is not strictly designed as a trafficable surface although in reality this does occur. Assessments of high risk areas ie In front of Pharmacies with on street parking etc have led to additional pedestrian bridges being installed. Bluestone guttering will be inspected under the 4 yearly condition inspection with capital works allocated as required.


165




22.The separation of concrete and asphalt footpaths in relation to the 25mm step defect.

Defects between a concrete path and asphalt path vary greatly with the asphalt path generally developing a deformation rather than a step. The rectification works also vary considerably and it was determined that a longer time frame was required for asphalt paths.


23. Set rectification times for asphalt footpaths at 1 month

Due to the nature of the rectification work which may include tree root pruning and asphalt patching


24.The inclusion of wording “For defects which are determined to pose a significant risk to the safety of the public and which” in reference to Response time extension.

For greater clarity for the reader Minor - Administrative

25. Replace “Warnings” with “Actions”

For greater clarity for the reader Minor - Administrative

8. CONCLUSIONS

The above recommendations will result in a significant improvement to Council’s compliance with it’s obligations under the Road Management Act 2004 and allow for greater clarity for stakeholders.

166


167

10.9. FAST RAIL ADVOCACY PROGRAM

Division: Infrastructure and EnvironmentDirector: Terry DemeoAuthor/Position: Terry Demeo – Director Infrastructure and Environment



Subject to the review of the full business case, commit to partner with a consortium of Victorian Regional Cities in a joint advocacy program for major regional rail upgrades.

Specifically require the City of Ballarat to be part of the Governance committee for the advocacy program.

Commit a maximum of $40,000 to assist in the funding of this program.

Require quarterly updates in respect to progress of this project.

EXECUTIVE SUMMARY

While there has been significant investment in Victorian regional rail over the last decade there remains limited policy in respect to a clear long-term plan for the coordinated investment into passenger rail services for regional Victoria.

RATIONALE

The ongoing investment into the delivery of enhanced rail services to regional Victoria, and in particular the regional city capitals of Ballarat, Geelong, Bendigo, Shepparton and the Latrobe Valley, has been the subject of extensive policy discussion and review for decades.

There has been significant federal and state government investment through regional fast rail and more recently via the Rail Revival Investment, however a complete strategic direction to deliver a state-of-the-art rail service for regional Victoria has not been wholly agreed. There remains some political divide in relation to a preferred position.

The City of Ballarat has played an active role in advocacy within this space both on its own and as part of the Ballarat Rail Line Alliance, and also in conjunction with Regional Cities Victoria and Regional Capitals Australia.

The Victorian State Government has committed to a significant investment in the delivery of a rail link to the Melbourne International Airport which will see investment in a tunnel from Southern Cross Station to the inner western suburbs of Footscray / Sunshine. This infrastructure would ideally provide for capacity to accommodate future enhanced regional rail services given the current limited capacity of above ground rail corridors. In this way there is some urgency in respect to ensuring that the tunnel planning provides for regional capacity.

There is obviously also significant state commitment to an outer metro rail service and business case commitment to electrification of the Ballarat rail line. In the federal arena, there


168

is a commitment to a fast rail solution (200km per hour service to Geelong). This is a stated federal government commitment.

The City of Greater Geelong has instigated a project labelled “Stronger, Together” which articulates at a very high level a summary of what is understood to be a business case for major regional rail investment to deliver economic transformation for regional Victoria, not limited to Geelong. The supporting evidence for the project is a document (copy attached) which summarises the business case solutions as follows:

“SolutionsThe consortium business case offers State and/or Commonwealth governments a reliable and affordable pathway for delivering the project. Key features include:

o A superior approach to finance and funding: the Airport Rail Link project, all regional fast lines except Latrobe as well as new fleet can be delivered for the same level of Commonwealth and State grant funding already committed to Airport Rail Link alone - that is, $5 billion grants from each of the Victorian and Commonwealth governments;

o A preliminary case was estimated for Latrobe, but this line requires a substantial new alignment which will affect its costs and delivery timeframes.

o The project offers a commercial rate of return and can be pursued either as a public-private partnership or as a Public Trading Enterprise-funded major project, with market expertise guiding design and delivery;

o The project is planned and constructed in parallel with Airport Rail Link and associated metropolitan suburban track duplications. This allows fast regional services such as Geelong and Ballarat to begin operating within around 6 years in line with likely Airport Rail Link delivery timeframes.

o Comparator projects suggest it can employ c. 8,000 p.a. people for project life;o It presumes a new 200km/h-capable high-capacity electric train fleet

procurement of c. $1 billion - a major national rail manufacturing opportunity;o The design, finance and revenue model are of direct relevance to fast rail

design objectives of other large Australian cities such as Brisbane and Sydney.

While project adoption is a matter for governments, the strategy document and business case together should give confidence that the ‘Stronger, Together’ network vision is practical, affordable and respects community value-for-money expectations.”

The benefits of the proposal are summarised in the diagram below:


169

The City of Greater Geelong led by current Mayor, Cr Bruce Harwood, has convened a number of meetings of partners and supporters to discuss the potential for a consortium approach to the advocacy for federal and state government investment into a regional rail solution. The potential partners and supporters listed by the City of Greater Geelong are listed below:

Partners City of Ballarat Latrobe City Council La Trobe University

City of Greater Bendigo

Deakin University Committee for Greater Shepparton

City of Greater Geelong

Committee for Ballarat

Committee for Geelong

Greater Shepparton City Council

Supporters Australian Rail

Futures Institute Committee for

Melbourne Victorian Chamber of

Commerce and Industry

Avalon Airport G21 Geelong Region Alliance

University of Sydney – Professor John Stanley

Barwon Regional Partnership

Geelong Chamber of Commerce

Staindl Strategic

City of Melbourne The Gordon Tuckfield Infrastructure

Clifton Group Juturna Consulting RMIT – Michael Buxton

Colac Otway Shire Raylink Consulting


170

The City of Ballarat has been requested to provide a financial commitment and be a member of a governance structure to manage the advocacy program and for the development of consortium models to facilitate public / private partnership investment to deliver a regional rail solution in a timely manner.

Specifically, the request is for a contribution of $40,000 from key regional cities such as Ballarat to finance this advocacy program.

The following options have been identified.

Option A (recommended)That Council:

Subject to the review of the full business case, commit to partner with a consortium of Victorian Regional Cities in a joint advocacy program for major regional rail upgrade.

Specifically require the City of Ballarat to be part of the Governance committee for the advocacy program.

Commit a maximum of $40,000 to assist in the funding of this program.

Require quarterly updates in respect to progress of this project.

Option BThat Council: Decline the invitation to join the consortium advocacy project.


Charter of Human Rights and Responsibilities Act 2006 City of Ballarat Council Plan 2017-2021



Human Rights Yes YesSocial/Cultural Yes YesEnvironmental/Sustainability Yes YesEconomic Yes YesFinancial/Resources Yes YesRisk Management Yes YesImplementation and Marketing Yes YesEvaluation and Review Yes Yes


Social/Cultural – A fast rail solution for Ballarat is considered a desirable outcome from a social and cultural perspective.

Environmental/Sustainability – The environmental benefits of improved rail to service a growing Ballarat are very well documented.


171

Economic – The economic benefit of the proposed rail solution is stated as extremely positive however the specific business case has not yet been provided for detailed review.

Financial/Resources – A $40,000 contribution could be accommodated within the broader advocacy program budget however it will require reduction in other programmed activities.

Risk Management – The risk envisaged in progressing with this project is proposed to be managed with the requirement that the Business Case be reviewed in advance of committing any funding or staff / Councillor resources.

Implementation and Marketing – The advocacy program would be underpinned by a detailed implementation strategy and Council’s commitment to project would be communicated broadly.

Evaluation and Review – Detailed evaluation will be undertaken prior to any formal commitment to funding and / or resources and further throughout the project if Council resolves to proceed.

CONSULTATION

There will be a requirement for detailed consultation across multiple stakeholders as part of the project if Council commits to move forward.



REFERENCE DOCUMENTS

City of Greater Geelong Stronger Together Fast Rail Report 2019

ATTACHMENTS

1. City of Greater Geelong Stronger Together Fast Rail Report 2019 [10.9.1 - 64 pages]

A practical Victorian fast regional commuter rail network, bringing sustainable growth, liveability and opportunity to Melbourne and the regions

May 2019

STRONGER, TOGETHER

172

2 S T R O N G E R , T O G E T H E R

DESIGNED BY

XMARX.COM.AU [email protected]

Disclaimer This report has been prepared by Juturna P/L for the City of Greater Geelong. The information in this report has been prepared by Juturna from open-source material, stakeholder consultation and eminent technical input on Victorian fast rail operational matters provided by the authors of the City of Greater Geelong’s Geelong Fast Rail high level technical assessment (2018).

All reasonable attempts have been made to ensure the accuracy of information contained in this report but Juturna reserves absolute discretion in updating or amending this document.

173

3S T R O N G E R , T O G E T H E R

ContentsAbout this paper 4At a glance 5Financing, funding and delivery 6Solutions 7Executive summary 10Context: current growth paths and risks 13Network 22Mechanism: transformative commuting 25Case study: GO Expansion fast regional rail (2018) 29Case study: Oresund sea bridge (2000) 33Impact: fast regional commuting times 36Impact: regional population growth 39Impact: transforming regional commuting 45Broad design and construction assumptions 51New fleet 56Funded plans to keep ‘fast rail cities’ liveable 60Endnotes 62

174


About this paper The culmination of over a year of research, augmented by review and opinion from some of Australia’s leading urban planners, infrastructure and manufacturing policy leaders, transport economists and Victorian rail operational experts, Stronger, Together offers fresh thinking about Melbourne and regional Victoria’s respective growth and opportunity challenges - and how the right scale and design of fast regional commuter rail presents a solution to both.

The document was commissioned by City of Greater Geelong in the context of the State committing to plan for 200km/h fast rail to both Geelong and Ballarat.

It extends this network to include Bendigo, Shepparton and Latrobe as well as interim stations. It does so with a design solution which complements the current (Tullamarine) Airport Rail Link: a fast regional network can be constructed in parallel with this project to deliver major macroeconomic benefits much sooner.

The analysis does not pretend to be the last word, but offers a credible picture of potential. It is not ‘rail for rail’s sake’: fast rail is simply the best solution for bringing larger numbers of regional people to and from a big city at speed, without creating car parking, congestion, road trauma, tolls and car emissions pressures. It is also the only mode capable of making material shifts to relative city-region property values.

The document attempts answers to key questions: how many commuters could this benefit? By how much might regional commuting times improve? To what extent would it shift population growth patterns out of Melbourne and into the regions? What are the likely effects on the Victorian labour market? Do similar projects and effects exist internationally? Can it be integrated with current major rail projects?

Key infrastructure design and operational considerations are examined; these should not be read as a perfected network design or train management plan, but are intended to show that there are no ‘show-stopping’ impediments to the vision.

In recent years many big Australian infrastructure projects have tended to take on their own life almost entirely behind closed doors, away from genuine community debate and scrutiny about what problems they are trying to solve - and how well they may solve them, relative to other solutions.

This document promotes a shared discussion around what regional fast commuter rail can do for Victoria, in the hope that this leads to a vision and a project supported by Melburnians and regional Victorians alike.

Data sources and supporting documents Unless otherwise indicated, all population and economic statistics employed in this document are 2017 figures from www.economyprofile.com.au or profile.id.com.au

The paper draws on existing publications such as the recent Melbourne-Geelong Fast Rail strategy and high level technical reports1, as well as the Australian Rail Futures Institute’s Intercity: State of Cities fast rail report (2016)2 and its subsequent strategies and presentations for fast rail conversion of specific regional corridors.

175


At a glance Design

• Stronger, Together is a 200km/h fully-electrified regional commuter rail program between Melbourne and Geelong, Ballarat, Bendigo, Shepparton, Latrobe, interim towns and Tullamarine and Avalon airports, offering world-class economic renewal, labour market expansion and access to opportunity.

• Constructed in parallel with Airport Rail Link - it employs shared tunnels and alignments bringing all parts of the network except Latrobe into an efficient common solution.

• In fact, constructing Tullamarine Fast Rail without such a parallel project risks ‘locking out’ affordable regional fast rail for Victoria permanently.

Macroeconomic impact• By creating much faster, high-capacity/frequency/amenity/reliability links

to nearby regions displaying far lower property prices than Melbourne, fast rail can grow regional Victoria’s population by 1 million people above trend by 2050 - reducing Melbourne growth pressures, especially in the outer suburbs.

• By 2050 2.71 million regional Victorians access fast, high-frequency commutes:

• 1.27 million within a 35-45-min Melbourne Southern Cross station commute;

• 730,000 within a 65-min commute; and

• 710,000 within a 100-min commute.

• This compares very favourably against a global benchmark for a larger city like London UK CrossRail, which brings 1.5m more people within 45 minutes of the CBD.

• It reduces Melbourne congestion costs by perhaps $800 million per year.

• It creates a much larger single labour market to tackle labour force participation risks and offer greater two-way investment, education and job growth.

• It drives a shift away from cars - Geelong or Ballarat commuters save 7 weeks of their working lives annually (268hrs p.a.) by switching to fast rail.

• A similar Toronto, Canada network displays benefit-costs of 2.6:1: better than any project on Infrastructure Australia’s Priority List. It removes c. 50 million car trips p.a. from Greater Toronto and 13.5 m tonnes of carbon emissions.

• Results cannot come at the cost of lost regional character and liveability: funded planning reforms across all three levels of government are vital features to protect liveable and productive growth patterns for ‘fast-rail regions’.

176


Financing, funding and delivery From the outset of its fast rail inquiries in mid-2017, the City of Greater Geelong recognised that proper scale, credible cost estimates and a strategy to pay for the vision were all required.

From that time, the City worked in parallel with a highly-qualified local, national and international consortium which was developing a preliminary financing and funding model and associated project structures for State-wide fast regional commuter rail.

The consortium’s guiding business case design objectives included:

• A project structure embracing all three levels of government and giving genuine agency to regional Victorian communities;

• A revenue model which secures the project but also protects the financial interests of fast rail communities and their local governments;

• A modular design to complement and leverage the Airport Rail Link project, which can be catalytic for Victorian regional fast rail and which can reduce its delivery timeframes; and

• Structures to ensure the project is deliverable for constructors and financiers.

177


SolutionsThe consortium business case offers State and/or Commonwealth governments a reliable and affordable pathway for delivering the project. Key features include:

• A superior approach to finance and funding: the Airport Rail Link project, all regional fast lines except Latrobe as well as new fleet can be delivered for the same level of Commonwealth and State grant funding already committed to Airport Rail Link alone - that is, $5 billion grants from each of the Victorian and Commonwealth governments;

• A preliminary case was estimated for Latrobe, but this line requires a substantial new alignment which will affect its costs and delivery timeframes.

• The project offers a commercial rate of return and can be pursued either as a public-private partnership or as a Public Trading Enterprise-funded major project, with market expertise guiding design and delivery;

• The project is planned and constructed in parallel with Airport Rail Link and associated metropolitan suburban track duplications. This allows fast regional services such as Geelong and Ballarat to begin operating within around 6 years in line with likely Airport Rail Link delivery timeframes.

• Comparator projects suggest it can employ c. 8,000 p.a. people for project life;

• It presumes a new 200km/h-capable high-capacity electric train fleet procurement of c. $1 billion - a major national rail manufacturing opportunity;

• The design, finance and revenue model is of direct relevance to fast rail design objectives of other large Australian cities such as Brisbane and Sydney.

While project adoption is a matter for governments, the strategy document and business case together should give confidence that the Stronger, Together network vision is practical, affordable and respects community value-for-money expectations.

178


Stronger, Together Victorian fast regional commuter network

Melbourne

Traralgon

Shepparton

Seymour

Bendigo

Ballarat

Geelong

Colac

Winchelsea

BacchusMarsh

Sunshine

Ballan

Kilmore East

Tullamarine

Avalon

Kyneton

Castlemaine

Moe

MorwellWarragulDrouin�

�

Key

Major station

Interim station

Approximately35-45 minsconnect - MelbourneCBD




New shared Tulla and regional fast rail lines and tunnels

200kp/h 25kV ACelectric railway

179


Melbourne

Traralgon

Shepparton

Seymour

Bendigo

Ballarat

Geelong

Colac

Winchelsea

BacchusMarsh

Sunshine

Ballan

Kilmore East

Tullamarine

Avalon

Kyneton

Castlemaine

Moe


�

Key

Major station

Interim station







180


Executive summary(Designed to be read in conjunction with the At a glance key points and map above)

Context: twin challenges, common solution• In the decade to 2016, Melbourne took up 86 per cent of all Victorian

population growth. Most Melbourne growth moved into new outer suburbs which offer comparatively fewer jobs and less socio-economic infrastructure than other parts of Melbourne.

• This helps explain Melbourne’s congestion and opportunity challenges. It also sheds light on why regional Victoria remains Australia’s lowest-growth economy.

• Melbourne and regional Victoria face opposite sides of the same problem: Melbourne has benefitted from a recent near-monopoly on State population growth, but the fast pace of this growth is starting to generate costly frictions. Nearby regional cities have mostly missed out on economic growth and are seeking a transition path to future prosperity, while maintaining liveability. A mechanism for achieving solutions for both places has not yet been evident.

• All of Victoria faces looming labour force participation risks, as the ageing population means less people in society will be working. In this context, it is especially important that transport projects unlock maximum labour force participation.

• Victorian country rail policies to date have not resolved these challenges and are not well-equipped for the future: service levels, safety and amenity have all increased dramatically in the past 75 years, but in many cases commuting times to and from regions have changed little, so the spatial relationship between very large Melbourne and (by world standards) its relatively small nearby regional cities has not changed much at all.

• More status quo will leave Melbourne without meaningful hinterland support and the regions without much better access to capital city growth opportunities. Current regional rail policy does little to slow the forecast fall in labour force participation.

How fast regional commuter rail can transform the relationship• Genuinely fast, high-capacity and high-frequency rail links between capital

cities and nearby regional centres can change the spatial relationship of these places: generating a material shift in regional property values and migration patterns, while expanding a more powerful single labour market of two-way opportunities.

181


A major economy that is underappreciated - and underperforming • The regional network described in this paper is already home to almost

900,000 and generates almost $50 bn annually in economic product. This is the same size as Tasmania and the Northern Territory’s economies combined; if it were a country, it would rank just inside the top half of national economies worldwide.

• Stubbornly low-productivity growth and difficult transitions from legacy regional industries mean these places need transformative connectivity to Melbourne’s $325 bn economy. Fast-growing Melbourne needs that connection too.

Proposed network • Fast, high-capacity and high-service-level commuter rail is proposed between

Melbourne and five nearby regional cities - Geelong, Ballarat, Bendigo, Shepparton and Latrobe (Traralgon) as well as several interim stops. The network services both of Melbourne’s main airports - Tullamarine and Avalon.

Sympathetic design • The program is designed to fit sympathetically into existing State rail

projects and plans. The catalyst is the State’s already-agreed Tullamarine Fast Rail project: Stronger, Together would share common new tunnels and the Sunshine rail alignment with this project: it would greatly expand social and economic benefits of Tullamarine airport rail alone; in principle, its construction does not need to wait - it benefits from being designed concurrently with this priority airport project, for almost no lost tempo.

• Conversely, if Tullamarine Fast Rail is designed without regional fast rail functionality in mind, this could shut out forever the ability to change the Melbourne-regional spatial relationship for the better.

A conservative approach to technology and network• The network does not require extremely fast, very expensive (300km/h+)

‘bullet trains’, built on costly new rail corridors which require land acquisitions. Reasonably fast (i.e. 200km/h), high-capacity, high-frequency regional rail services can be retrofitted within the existing VLine country rail corridors with suitable upgrading of line, train safety management systems and relevant suburban Melbourne metro line duplications.

• The network is mostly limited to a core regional catchment capable of generating a powerful single labour market with Melbourne. This defines itself broadly within a little over a one-hour direct commute to and from the capital.

182


Transformative fleet • A new high capacity, 200km/h fully-electric fleet is proposed - it overcomes

specific design challenges for the network with a diesel-powered fleet; it also ensures no direct carbon emissions and a quieter, higher-capacity solution which also brings significant new fleet manufacturing investment and jobs to Victoria.

Success templates: international case studies• The paper considers Toronto’s GO Expansion regional fast rail business case

(2018) - a close comparator for Stronger, Together - as well as Oresund sea bridge between Denmark and Sweden - the latter case reveals how powerful the socio-economic effects can be when a disconnected capital city and nearby regions have their spatial relationships changed by smart and fast transport solutions.

• It also measures the project’s fast regional access potential against a global benchmark in the form of London’s current UK Crossrail project.

Design and technical insight• At a high-level only, the paper outlines likely capital works categories and

design considerations.

• This has been guided by eminent operational and engineering design insight gained from high-level technical assessments commissioned as part of City of Greater Geelong’s fast rail technical reports (2018) as well as subsequent review and feedback. There do not appear to be any technical or physical ‘show-stoppers’ to the design

183


Context: current growth paths and risksMelbourne’s growth frictions Melbourne’s continued strong headline economic performance and its sustained dominance of World’s Most Liveable City rankings is the envy of many. At well over $325 billion in economic product per year, Melbourne represents almost 20 per cent of Australia’s economy and almost 30 per cent of national economic growth.

But Melbourne’s rapid population growth since the turn of the century has not been altogether planned: in 2002 the Victorian government forecast it would take nearly 30 more years for Melbourne to reach 5 million people. This mark was passed in 2018 - 12 years ahead of plan. Melbourne added a further quarter of its population in the decade to 2016.

As this breakneck growth continues, research is emerging to suggest Melbourne’s famed liveability is encountering increasing ‘growth frictions’: worsening traffic congestion, urban sprawl, pollution, and increasing challenges to providing fair access to employment and educational opportunity. These factors in turn manifest themselves as social connectivity and even developmental challenges.

The most challenging impacts are felt in Melbourne’s far outer suburbs - where most new Melburnians will live. Over half of Melbourne’s population growth in the past decade has been absorbed in greenfield outer suburban sprawl - even though there are fewer jobs and social and economic infrastructure in these places.

Recent State government efforts have redoubled spending in public transport, with rail extensions, higher-capacity rolling stock, network capacity building programs like Melbourne Metro and other investments in the system. The question is how much ‘catch-up’ is being played to connect the spatial explosion of new outer suburbs with such infrastructure - and how much it will cost to get these services to acceptable levels for a city facing a population of at least 8 million by 2050.

In 2018 Infrastructure Victoria forecast that road congestion in Melbourne’s outer suburbs would grow by 36 per cent in under two decades - higher than the forecasts for middle or inner suburbs. Increasing unreliability in transit times - especially for roads - combines with the rise of toll roads to the point where some commuters may begin to face multiple weekly tolls to place pressure on access to opportunity in these outer suburbs; these things combine with losses in Melbourne’s traditional manufacturing base to challenge wage growth and wider social outcomes for the residents of outer Melbourne.

184


Melbourne’s record growth - the risks to urban productivity become clearerThe Making the Most of Our Opportunities report (2019) is a local government-sponsored economic analysis of Melbourne’s population growth and its socioeconomic implications, authored by eminent Australian economists and social resilience experts Dr Peter Brain (NIEIR), Professor John Stanley (University of Sydney) and Associate Professor Janet Stanley (University of Melbourne)3.

The report sheds important light on how Melbourne’s rapidly growing outer suburban sprawl has negatively influenced growth in the capacity of residents to capture income, access to opportunity and social opportunity in these places - in short, increasing inequality.

It finds that most of Melbourne’s jobs have remained anchored in the city, inner and middle suburbs even as the population base has shifted increasingly to the far outer suburbs, meaning an ever-increasing bulk of the population are becoming stranded from work opportunities by degrees, as congestion, cost of commuting and trip unreliability increases. These factors then interact with legacy underinvestment in major infrastructure in many outer areas of the city to reinforce the challenges. State government expenditures on these matters in recent times have been much stronger, but the inequality effects of relative underinvestment in outer suburban connectivity over decades are becoming evident as the population grows at record pace.

The report finds that 25 years ago, residents in outer Melbourne local government areas like Cardinia, Casey, Melton and Wyndham all showed higher income than the State average. By 2017, all of these outer Melbourne areas were badly trailing State averages: Melton saw a net 28 per cent loss of income growth per working age adult relative to the State average; Casey lost 36 per cent; Wyndham lost 31 per cent.

Above 2 per cent population growth: a recipe for outer suburban failure?Landmark new modelling of these effects by Making the Most of Our Opportunities suggests that there is a clear inverse relationship between Melbourne population growth at LGA level and income growth when an LGA’s working age population rises much above 2 per cent: as LGA growth exceeds around 2 per cent on a sustained basis, the capacity of residents to gain income reduces relative to the state as a whole. Melbourne’s growth has been well above 2 per cent for over a decade now.This finding contrasts other more optimistic views about Melbourne’s growth, such as the Grattan Institute’s assertion that Melbourne is ‘remarkably adaptive’ to historically-high population growth levels, the effects of which are, it argues, largely benign:

‘There is overcrowding on public transport, and commuting times can be unreliable. While most drivers are delayed no more than five minutes getting to work, this number can be much higher on bad routes. But the situation is not spiralling out of control; migration has not brought cities to a standstill. People adapt: some change job or worksite, and working from home is on the rise. Some people move house, or even leave the city; and some change their method of travel, leaving the car at home and catching the train or bus to work. Other people simply accept a longer commute – at least for a time – particularly if they earn a high income’ 4. extract from Grattan Institute: ‘Remarkably Adaptive: Cities in a time of growth’ 2018

Making the Most of Our Opportunities suggests Melbourne is not working for everybody. Its broad message is that Melbourne risks becoming a powerful agglomeration economy only for some, surrounded by outer suburbs of far less opportunity for too many others.

185


186


187


Nearby Victorian regions: a significant but underperforming assetVictoria’s land mass is almost exactly the same as that of the United Kingdom, but unlike the UK - and thanks to Victoria’s particular colonial era (horse-drawn) settlement patterns - most of Victoria’s core population centres remain close to Melbourne: Geelong, Ballarat, Bendigo, Shepparton, Latrobe and their surrounding smaller townships are mostly around 150 kilometres or less from the State capital.

In contrast to Melbourne, far less is understood about the potential of these nearby regional centres.

Closer investigation reveals a nationally-significant economy, full of varied and liveable smaller cities with rich ancient and modern histories, strong, connected communities, high levels of liveability and - in comparison to the greenfield new suburbs of outer Melbourne - far deeper and more resilient existing infrastructure and services for growth.

Growth in regional city populations near Melbourne has increased in recent years. This has in part been a function of a deeply unaffordable Melbourne housing market - ranked by Demographia in 2018 as the world’s fifth most severely unaffordable property market, out of 9 countries and 293 discrete property markets.

It can also in part be explained by the innate rejuvenation of many Victorian regional cities - the result of much community and government hard work - as enjoyable places to live.

But commuting times between Melbourne and these places have changed little - and in some notable cases, they are worsening: status quo transport solutions are not working. This is the key to understanding both the economic growth risk and the potential of Melbourne’s nearby regions.

A hidden economy, more significant than some StatesFor all the challenges, the sheer size of this regional economy suggests its great potential if linked more efficiently with the Greater Melbourne economy with much faster, higher capacity and higher frequency transport.

With a population of almost 900,000 people and a gross regional economic output of almost $50 bn, the regional fast rail economy surrounding this proposed fast rail network is slightly larger than the Australian Capital Territory’s economy and almost as large as those of the Northern Territory and Tasmania combined. It is larger than some smaller Eurozone economies. As a national economy it would rank inside the upper half of the world’s almost 200 nation state economies worldwide.

188


Fig. 1: Stronger, Together fast regional commuter rail economy

Analytical base For analytical purposes, the Stronger, Together region has been defined as the following 15 regional Victorian local government areas which fall into a core fast commuting catchment:

Ballarat

Baw Baw

Colac-Otway

Golden Plains

Greater Bendigo

Greater Geelong

Greater Shepparton

Hepburn

Latrobe

Mitchell

Macedon Ranges

Moorabool

Mount Alexander

Queenscliffe

Surf Coast

Melbourne

Traralgon

Shepparton

Seymour

Bendigo

Ballarat

Geelong

Colac

Winchelsea

BacchusMarsh

Sunshine

Ballan

Kilmore EastKyneton

Castlemaine

Moe

MorwellWarragul

Annual economic contribution (GRP) $48.1 b Population 860,000 people

189


Regional growth - past challenges and future opportunitiesIn general, Victorian regional cities and townships suffer from economic underperformance, characterised by an overreliance on mostly low-return regional agriculture (which itself will face far more challenges in a drying climate) and forced transitions away from important legacy industries: car manufacturing and aluminium smelting in Geelong, traditional fruit processing around Shepparton and legacy coal-fired power generation in the Latrobe Valley, to name just three examples.

Hard work by these communities, their businesses and governments has stabilised and even grown some of these regions, but overall productivity growth remains low, especially compared to Melbourne.

This to some degree reflects the story of regional Victoria as a whole: it has been the least productive economy of any major city or region in Australia over the past decade. The challenge for these regional centres lies in finding new sources of economic growth and high-paying, high-productivity jobs. Yet regional Victoria still lacks a credible, genuinely transformative government plan for growth and renewal.

The continued headline economic growth of the Australian economy may have helped to mask this regional problem, but by the same token any future global economic downturn will make these shortcomings all too apparent:

Fig 2. Decade to 2016 avg. GDP & GDP % per capita growth all Aust cities/regions

Source SGS Economics: Productivity or perish - the Australian challenge for the 21st century August 2018. Data displays results from FY06-07 to FY16-17

190


Important gains but transport connections to Melbourne a barrierThis Statewide picture does not tell the whole story - some nearby regional centres to Melbourne are indeed experiencing economic as well as population growth. Over the past decade, for example, Moorabool (Bacchus Marsh) Mitchell (Seymour; Kilmore) and Surf Coast (Torquay) have been growing their populations at rates similar or higher to that of Melbourne.

Meanwhile, a combination of increasing road traffic congestion for regional car commuters to and from Melbourne, combined with little in the way of transformative change in transit times for country rail services both threaten to move regions further away in terms of their spatial relationship to Melbourne, not closer; this has negative implications for future regional economic opportunity.

191


Overcoming Victoria’s ‘big-capital, small regions’ structural weaknessFew places in the world show such a disparity between a very large capital city size and relatively small populations of nearby regional cities as Victoria.

This suggests a structural weakness: Melbourne lacks the depth and expansive legacy public transport footprints of - for example - a Greater London, or Greater Paris - public transport footprints on this scale would allow Melbourne to grow its population to much higher levels more readily, without risking growth or fair access to opportunity for all residents.

Even assuming further commitments to Melbourne public transit and car connectivity, Melbourne probably needs supportive and well-connected regions to do more, if it is to keep itself growing while remaining liveable and free from excessive sprawl.

Fast, high-reliability and high-capacity commuting rail services between Melbourne and nearby regions offer this outcome. The potential is further underlined by an existing knowledge economy presence in each of the five regional cities proposed in this network, which all already host major Victorian university campuses (see Wider benefits, following).

In this context, smart planning may then stand a fair chance of building enduring ‘green buffers’ between these nearby regions and Melbourne’s outer suburbs.

Melbourne’s nearby regional cities are a remarkable resource. They await a frictionless mobility solution, backed by proper planning, to be truly transformed into vibrant ‘connected places’ contributing more to broader-based sustainable economic and population growth.

192


NetworkA limited but powerful fast regional commuter network between Melbourne and nearby regions would span a $50 billion per annum regional economy mostly within around 150 kilometres or less of Melbourne and would incorporate five major regional city destinations:

• Geelong, • Ballarat, • Bendigo, • Shepparton; and • Traralgon (Latrobe)

Designed to maximise uplift The regions include line extension beyond Geelong to Colac-Winchelsea, which has been included due to the specific prospects of this region for catering for substantial population uplift in the Greater Geelong area: much of this area would remain within effective fast rail daily commuting range of Melbourne.

Fig. 3 Stronger, Together Regional Fast Rail Commuter Network

Melbourne

Traralgon

Shepparton

Seymour

Bendigo

Ballarat

Geelong

Colac

Winchelsea

BacchusMarsh

Sunshine

Ballan

Kilmore EastKyneton

Castlemaine

Moe

MorwellWarragul

193


Station service coverage within regional centresThe more frequent service levels and higher seating capacity per train - in part a function of a new fast, higher-capacity regional electric fleet (see New Fleet, following) will ensure that all key stations or planned new growth stations within these major regional city areas (such as Warrenheip in Ballarat, for example) could each be well-serviced with high-capacity fast trains.

Service increases and station coverage - ensuring access for entire regional citiesIt is important that fast rail does not just service regional city centre stations; where relevant, it should also reach entire regional communities via secondary stations.

Technical advice suggests an 8 train per hour (train every 7.5 minutes) peak service for Greater Geelong is operationally manageable under the sort of retrofitted fast regional program outlined. This would provide enough capacity to ensure that all of Geelong’s current stations - Lara, Corio, North Shore, North Geelong, Geelong, South Geelong, Marshall and Waurn Ponds - each receive some hourly coverage. A handful of express services could also be provided.

Interim regional stops Several interim stops would be included in the fast regional commuter network. This is vital for the ability of the services to create a much larger 35-45 minute regional commuter base (see Mechanism: transformative commuting, following).

This is also an important point of difference with status quo efforts to improve parts of the regional lines and services over time. The network has been designed explicitly to maximise uplift of commuters into a reasonable daily commute to and from the city (this matter is returned to in the Impact discussion, below).

The precise number and location of interim stops would be a matter for discussion; ultimately this is a matter of trading service amenity and catchment in the interim communities while maintaining competitive overall commuting times for the regional cities at the end of the fast rail services.

For analytical purposes, the following interims have been assumed:

• Geelong fast line - Winchelsea and Colac• Ballarat fast line - Ballan and Bacchus Marsh• Bendigo fast line - Kyneton and Castlemaine• Shepparton fast line - Kilmore East and Seymour• Latrobe fast line - Warragul and Drouin

Continued movement of passengers at regional stations beyond the fast rail network and on any interim stations not serviced by fast rail is considered in the Broad design and construction assumptions following).

194


195


Mechanism: transformative commutingThree basic factors combine to shift the spatial relationship between the regions and Melbourne, in turn driving a reliable economic shift in regional land values, perceived amenity, modal shift and ultimately population redistribution out of Melbourne to the regions.

• Much lower total commuting times• Higher commuter service frequency, amenity, seating availability• Higher reliability commuting

Without any one of these three conditions in place, it is highly unlikely that the spatial relationship between Melbourne and these regions would change significantly from status quo - meaning that in a strategic sense, any incremental investment will be of limited value.

Much lower total commuting timesTo date, Victorian regional rail policy has for the most part focussed on everything but travel times. Although service frequency, network capacity, amenity and safety have all risen dramatically, the speed of rail commuting between Melbourne and most Victorian regional cities has changed little in over 75 years. Trains themselves are capable of higher top speeds, but many other factors - not the least of which is the vast land area expansion of suburban Melbourne - all conspire to limit overall travel time for regional commuters.

Line infrastructure upgrades, fast inner-Melbourne regional service running via a dedicated express tunnel, a fast new high-capacity regional electric fleet and appropriate train management systems can all increase running speed and reduce overall journey times dramatically.

If proper onwards connectivity at regional cities and interim stations is provided -such as sufficient park-and-ride capacity and bus connectivity - many more people from a wider regional catchment are brought into attractive total commuting times than is possible today.

This shifts property values in these regions, relative to Melbourne. The infrastructure upgrades proposed in this program do not only reduce commuting time dramatically - they also increase the reliability of these travel times. Reliability (i.e. journey time predictability) is a central yet often-overlooked aspect of commuting. Higher reliability commuting acts to strengthen regional property value uplift and inward migration levels to the regions.

Recently, some of these steps have started to be taken by Victoria, such as the segregation of the Wyndham metro and Geelong country rail lines in Melbourne’s west. But if the aim is to lift a material amount of population into the regions while keeping these people properly connected into a two-way common labour market, isolated line segregations and iterative works are unlikely to produce the desired uplift.

196


Higher commuter service frequency, amenity, seat availabilityIf dramatically quicker and much more reliable total regional commuting times are made available, it is essential that service frequency and seating capacity is increased to match reliably-increased demand. This is the third condition for unlocking a significant migration pattern change away from Melbourne and into fast rail-enabled regional cities and surrounding townships.

Capacity is of direct relevance to the technical choices around rolling stock and train safety management systems; this paper proposes a shift to a new regional fleet of fully-electric, 200km/h-capable high-capacity (possibly double-deck) trains (see New fleet, following).

Amenity matters too: compared to car commuting and even to the existing fleet, the certainty of being seated and productive on the commute to and from work or education matters greatly - in this sense, ‘productivity’ could mean working, or just catching up on sleep. The scale of population uplift involved in Stronger, Together (See Impact analysis following) creates economically-significant extra productive working hours for the Victorian economy. Newer fleet design for regional services could go beyond being wi-fi enabled and might include a business section with tables and space for laptop work to be conducted. Modern European designs for regional fast services already cater to this market.

Higher-reliability commutingWhy worsening commuter reliability mattersThe reliability of commuting to and from Melbourne has worsened. This matters, because it shapes how much time each commuter needs to ‘budget’ for their total commute from home to work and back each day. Once or twice per month, a car commuter might expect to face a large and unforeseeable Melbourne traffic jam that slows their journey dramatically. This leads the motorist to budget slightly more travel time every trip in order to hedge against the potential for being late due to such delays on any future trip. In this way, total travel time commitment blows out - and eats up more of the commuter’s days. This is not picked up entirely by average travel time analysis.

Trains face reliability challenges too. Outages and delays caused by regional services being delayed by suburban trains using the same lines reduce country service reliability. This problem is acute for Latrobe commuters: country trains find themselves on the suburban metro network stopping at most if not all stations from over an hour out of Melbourne, because of the lack of dedicated fast regional lines alongside suburban tracks. As fast increasing suburban metro services eat up more capacity on shared lines (as is already occurring) the problem worsens.

A Stronger, Together program involves the duplication of outer suburban Melbourne railway lines - separating fast regional services from suburban trains completely. This helps regional commuting reliability and total budgeted travel time. So does upgrading for regional station park-and-ride capability. These work in concert with improved commute times to turn regional centres into more attractive and valuable living locations for commuters.

197


Transformative commuting and arresting dwindling labour force participationLike the rest of Australia, Victoria’s population is ageing; this means the job and tax burden gradually falls on the shoulders of proportionally less and less Victorians. This is something of a hidden problem but once represented graphically, the challenge it poses for the economy and for standard of living is stark:

Fig. 4 Victoria’s labour force participation rate, historical and forecast to 2046

Source: Deloitte Access Economics Current and Future State of Victoria (2016)

In this setting, it is of vital importance to design transport infrastructure which retains as many ageing Victorians as possible within the workforce for as long as possible and encourages wide, easy access to the core Melbourne labour market. This is what fast regional rail can do.

The Stronger, Together network is designed to saturate the potential regional population catchment within daily commuting of Melbourne. This helps arrest Victoria’s decline in labour force productivity.

198


199


Case study: GO Expansion fast regional rail (2018) A similar and highly-productive Canadian business case.Like Melbourne, the city of Toronto in Ontario province, Canada, is regularly near the top of World’s Most Liveable City rankings. Like Melbourne, it is large by western standards, with a greater central area population of over 6 million people. Also like Melbourne, it is surrounded by nearby regional cities such as Hamilton. Such cities are among the fastest growing in North America.

For several years Ontario’s public transit system (GO) and government have identified that along with its metropolitan services, Toronto needed to link its regional commuter cities via fast, electrified, higher-capacity and more frequent service. This was to be pursued in the interests of four main considerations:

• Providing safe, reliable, convenient connections between Toronto and nearby regional cities;

• Improving the quality of life by reducing the time, cost and stress of commuting;

• Investing for a prosperous economy by growing the regional labour market with fast city-region connections and creating new construction and manufacturing opportunities along the way; and

• Protecting the environment by moving to zero-emission electric fast trains and by taking cars and their emissions off the roads.

Travel distances for the fast regional GO network are slightly shorter than for Melbourne and nearby regions, but in other respects, the system offers similar commuter time savings to Toronto’s regional cities to those on offer between Melbourne and its regional cities

200


Fig. 5 GO Expansion Toronto regional electric fast commuter rail network (2018)

Source: GO Expansion Full Business Case November 2018

A strong economic caseIn 2018, a formal business case was published for GO Expansion5. This business case mirrors in many respects the design and operational impacts for the Victorian fast regional rail program outlined in this paper. More importantly, GO Expansion business case shows that the project stacks up - it offers a benefit-cost ratio of 2.6:1 - meaning the project returns $2.60 for every dollar invested.

This outcome is stronger than any current high-profile national priority project identified by Infrastructure Australia.

201


Key estimated benefits of GO Expansion:• Major service level increases and travel time reductions to all regions

• Capacity building - over 1,000 new services per day

• A modal shift effect wherein over 50 million car trips per year avoided

• An estimated 7,000 less car accidents per year resulting in death or injury

• Combined electric fast rail fleet and reductions in car travel create estimated total project carbon emission savings of 13.5 million tonnes of carbon dioxide equivalents from the Greater Toronto atmosphere.

• Net investment of $21 billion, incremental economic costs of $16.2 billion over investment lifecycle

• Economic benefits estimated at $42 billion, comprising:

• $35.4 billion in transport user benefits;

• $3.3 billion in road user benefits;

• $1.9 billion in car operating cost savings;

• $1.1 billion in accident reduction and health benefits;

• $330 million in emissions reduction benefits

• A project net present value of $25.9 billion, which the business case suggests will generating a benefit of c. $9,000 per household

• Average 8,300 full time jobs for each year during construction and major new fleet manufacturing and maintenance employment

202


203


Case study: Oresund sea bridge (2000)Oresund bridge, linking Denmark and Sweden: how a growing global city and a disconnected regional centre achieved stronger futures togetherThe Danish capital of Copenhagen and Malmo - Sweden’s third largest city - are the closest of neighbours: only 40 kilometres separates each city centre. But they have been separated throughout history by 14 kilometres of sea channel - the Oresund.

Until 2000, large-scale commuting between the cities was not practical - it required a time-consuming sea ferry trip and car or bus transfers, making a return trip take several hours daily. The economies and communities of Greater Copenhagen and Greater Malmo (the Zealand and Scania regions) were separated, not integrated.

By 2000 Copenhagen was a leading northern European capital. Like Melbourne, it regularly ranked highly in World’s Most Liveable City competitions. Also like Melbourne, Copenhagen was experiencing growing pains in housing supply, house price affordability, access to opportunity and traffic congestion.

By the same year, Malmo displayed very close parallels with Geelong: like Geelong, Malmo was an industrial port city of around a quarter-million people, suffering from a loss of legacy shipbuilding and car manufacturing; like Geelong, Malmo had come through a very serious economic collapse and loss of population in the 1980s and early 1990s. Like Geelong, by the mid-1990s Malmo had decided to restructure itself as a knowledge economy, founding a new regional university (Malmo University, est. 1998) and redeveloping its industrial foreshore and city centre.

By the mid-1990s - following many years of lobbying and policy development led largely by these regional communities themselves - the Danish and Swedish governments began work on an 8 kilometre road and rail sea bridge from Sweden, linking to a 4km undersea tunnel (via an artificial island in the strait) to complete the connection to Denmark

Oresund bridge opened in 2000 - immediately transforming forever the relationship between capital city and region: Malmo and Copenhagen and their airports now required only around 30 minutes car or bus commutes or fast metro between the cities.

Because the project is now almost 20 years old, it has attracted extensive academic attention, including both ex-ante and ex-post analysis, so that the effects of this infrastructure and lessons learned can be considered reliable.

Daily transit increases have been strong: in 1999 less than 400,000 people per year took the ferry. In 2017, almost 8 million cars and 11.4 million rail passengers used Oresund bridge - over 20,000 people per day commuted to work in either Copenhagen or Malmo6.

The main beneficiary of the bridge has been the regional labour market - by 2010, academic analysis confirmed that as much as 73% of the total benefits of the bridge could be attributed to labour market benefits7.

204


This is precisely the effect sought in the Stronger, Together programme: more job opportunities and better jobs for more people, across a newly-efficient catchment

Changing speed and reliability of regional commuting changes everythingThe key lesson of Oresund for Victoria is that if the speed and reliability of transport between two places is genuinely transformed, the spatial economic relationship of these places is also changed very reliably: previous assumptions about how and why people commute and where they are prepared to live change forever.

Oresund bridge offered new, reliable, sub-one hour commuting between established cities with very different housing market values - Copenhagen at the time was substantially more expensive than Malmo. The advent of bridge commuting drove a major redistribution of the population out from Greater Copenhagen and into Malmo and the surrounding region, where Danes could take advantage of far cheaper house prices and high liveability, yet retain sub one-hour commuting times to Copenhagen.

Relocations from the Danish side to the Swedish began growing rapidly. This drove a local ‘agglomeration effect’ between Malmo and Copenhagen not previously obtainable.

Fig. 6 Relocations between East Denmark and South-west Sweden 1998-2017

Key:

Blue line = relocations from East Denmark to SW Sweden

Green line = relocations from SW Sweden to East Denmark

Grey line = total relocations

Source: Denmark Statistics

205


NB: This curve of growth - showing an initial property price arbitrage followed by a return to a trend closer to the capital city levels - has informed this document’s analysis of the uplift available to Victoria from a regional fast commuter rail network - (See Impact below).

Stronger, together: an integrated cross-border economy and societyAs the graph above reveals, within a decade, property price differentials and migration patterns had settled: in effect, Greater Malmo was a functional, integrated part of the Greater Copenhagen economy. The two regions are now effectively a single housing and labour market - parts of a larger, more powerful and diversified single economy than could ever have been anticipated in the 1990s. Malmo has emerged as a healthy and attractive knowledge economy, retaining its own identity and forging much deeper connectivity to nearby trading economies.

Fig. 7 OECD East Denmark - South-west Sweden integration index post-Oresund Link: 2000-2012

Oresund bridge holds important lessons for Victoria:

• Nearby regional Victorian cities offer a reliable resettlement option for Melburnians if fast, reliable and high capacity commuter transit is in place

• As capital and regional city property values equalise over time, they settle into stable longer term population growth patterns (i.e. a new equilibrium)

• In time, population resettlement works both ways, as a larger single labour market starts to emerge.

• Consistent with some wider research8, the regional centre is more likely to take economic advantage of fast rail if it has underlying infrastructure assets in place like a regional university and a highway to the capital as well as rail.

206


Impact: fast regional commuting timesTable 1. Current and projected regional travel times from key cities to suburban metro hubs and airports

Route Current travel New travel Travel saving Notes

Geelong to Avalon Airport N/A 8 mins N/A No service exists. New station on Geelong fast line

Geelong to Sunshine 46 mins 27 mins 19 mins Dedicated regional fast line, existing alignment, 3 stops

Geelong to Melbourne 62 mins 35 mins 27 mins Via Sunshine and then West Melbourne fast rail tunnel

Ballarat to Sunshine 60 mins 48 mins 12 mins Dedicated regional fast line, existing alignment

Ballarat to Melbourne 75 mins 56 mins 19 mins Using West Melbourne fast rail tunnel

Bendigo to Tullamarine Airport N/A 58 mins N/A No service exists. New service via Tulla airport and Sunshine

Bendigo to Sunshine N/A 66 mins N/A No service exists. New service via Tulla airport and Sunshine

Bendigo to Melbourne 118 mins 74 mins 44 mins Dedicated regional fast line via Tulla airport and Sunshine

Shepparton to Tullamarine Airport N/A 82 mins N/A No service exists. New service via Tulla airport and Sunshine

Shepparton to Sunshine N/A 90 mins N/A No service exists. New service via Tulla airport and Sunshine

Shepparton to Melbourne 162 mins 98 mins 64 mins Dedicated regional fast line via Tulla airport and Sunshine

Latrobe (Traralgon) to Melbourne 140 mins 95 mins 45 mins Dedicated regional fast line, upgraded alignment

Latrobe (Traralgon) to Tullamarine Airport N/A 120 mins N/A No service exists. New service via Sunshine to Tulla airport

Melbourne Southern Cross to Tullamarine N/A 16 mins N/A No service exists. New service via Sunshine to Tulla airport

Melbourne Southern Cross to Avalon N/A 27 mins N/A No service exists. New station on Geelong fast line

Notes: • All new service times assume 200km/h electric, high-capacity trains on

retrofitted network with facilitating new works as outlined in the document.

• Current times as per VLine regional service timetables; average times have been attempted where minor service discrepancies exist across the day.

• All regional fast rail services except for Latrobe employ the Western Fast Rail tunnel as planned for the Tullamarine Fast Rail project.

• Geelong fast rail service times are based on professional dynamic modelling - an express Melbourne-Geelong time of 32 minutes is not included in the table but is achievable. All other times reflect informed assumptions by technical expertise in this field including the work and advice of senior members of the Rail Futures Institute. Transit times above Rail Futures Institute estimates as provided in its 2016 Intercity report are explained by Intercity assuming 130-160km/h speeds, not 200km/h.

207


Table 1. Current and projected regional travel times from key cities to suburban metro hubs and airports

Route Current travel New travel Travel saving Notes

Geelong to Avalon Airport N/A 8 mins N/A No service exists. New station on Geelong fast line

Geelong to Sunshine 46 mins 27 mins 19 mins Dedicated regional fast line, existing alignment, 3 stops

Geelong to Melbourne 62 mins 35 mins 27 mins Via Sunshine and then West Melbourne fast rail tunnel

Ballarat to Sunshine 60 mins 48 mins 12 mins Dedicated regional fast line, existing alignment

Ballarat to Melbourne 75 mins 56 mins 19 mins Using West Melbourne fast rail tunnel

Bendigo to Tullamarine Airport N/A 58 mins N/A No service exists. New service via Tulla airport and Sunshine

Bendigo to Sunshine N/A 66 mins N/A No service exists. New service via Tulla airport and Sunshine

Bendigo to Melbourne 118 mins 74 mins 44 mins Dedicated regional fast line via Tulla airport and Sunshine

Shepparton to Tullamarine Airport N/A 82 mins N/A No service exists. New service via Tulla airport and Sunshine

Shepparton to Sunshine N/A 90 mins N/A No service exists. New service via Tulla airport and Sunshine

Shepparton to Melbourne 162 mins 98 mins 64 mins Dedicated regional fast line via Tulla airport and Sunshine

Latrobe (Traralgon) to Melbourne 140 mins 95 mins 45 mins Dedicated regional fast line, upgraded alignment

Latrobe (Traralgon) to Tullamarine Airport N/A 120 mins N/A No service exists. New service via Sunshine to Tulla airport

Melbourne Southern Cross to Tullamarine N/A 16 mins N/A No service exists. New service via Sunshine to Tulla airport

Melbourne Southern Cross to Avalon N/A 27 mins N/A No service exists. New station on Geelong fast line

Notes: • All new service times assume 200km/h electric, high-capacity trains on

retrofitted network with facilitating new works as outlined in the document.

• Current times as per VLine regional service timetables; average times have been attempted where minor service discrepancies exist across the day.

• All regional fast rail services except for Latrobe employ the Western Fast Rail tunnel as planned for the Tullamarine Fast Rail project.

• Geelong fast rail service times are based on professional dynamic modelling - an express Melbourne-Geelong time of 32 minutes is not included in the table but is achievable. All other times reflect informed assumptions by technical expertise in this field including the work and advice of senior members of the Rail Futures Institute. Transit times above Rail Futures Institute estimates as provided in its 2016 Intercity report are explained by Intercity assuming 130-160km/h speeds, not 200km/h.

• Time estimates Sunshine to Tullamarine airport reflect an assumed 8 minute transit. Sunshine to Southern Cross via the Western fast rail tunnel is an assumed further 8 minutes inclusive of a 1-minute stop at Sunshine station.

• Latrobe (Traralgon) estimates are offered as indicative only and should be treated with caution, as significant further work on a dedicated new regional fast rail alignment is required for this destination, especially relative to the quite well understood performance parameters of other centres employing the Sunshine/Western fast rail tunnel alignment.

208


209


Impact: regional population growth Extent of regional network commuting benefitsThe envisaged fast rail network in terms of total estimated commuting time is divided into four basic improved commuting brackets:

35-45 minutes to/from Melbourne CBD




Commuting bracket estimates have been made at the local government level for those government areas within the network. Commuting impacts on adjoining local government areas have not been included - they would be additional users - so that this impact can be considered reasonably conservative in terms of identified catchment.

Onwards connectivity As the following schematic (overleaf) suggests, some regional communities may not receive a fast rail station themselves, but will nevertheless be within a reliable car or bus commute of one: this can form the basis of integrated bus service planning to hub fast rail stations.

In some notable cases such as the Bellarine peninsula and the Surf Coast near Geelong, the size of the 1-hour commuter catchment could be expanded considerably at relatively low cost with bus rapid transit networks synchronised to service the fast rail in Geelong - BRT networks could be extended to these regions within existing regional highway corridors - this tends to be far lower in cost than light rail, but delivers a similar high-capacity and amenity service when designed properly.

210


Fig. 8 Stronger, Together fast regional commuter network - indicative regional fast rail commuting times by broad location

Melbourne

Traralgon

Shepparton

Seymour

Bendigo

Ballarat

Geelong

Colac

Winchelsea

BacchusMarsh

Sunshine

Ballan

Kilmore East

Tullamarine

Avalon

Kyneton

Castlemaine

Moe


�

Key

Major station

Interim station







211


Melbourne

Traralgon

Shepparton

Seymour

Bendigo

Ballarat

Geelong

Colac

Winchelsea

BacchusMarsh

Sunshine

Ballan

Kilmore East

Tullamarine

Avalon

Kyneton

Castlemaine

Moe


�

Key

Major station

Interim station







212


Designed to be transformative: maximising regional commuter upliftRegional populations benefitting from this fast rail network have been examined to determine what scale of growth and therefore population shift might be plausible to expect. This involves understanding what a plausible growth trajectory for these regions might look like with transformative fast rail in place.

This is an important point of difference of Stronger, Together when compared with status quo efforts to improve parts of the regional lines and services over time, such as the current Regional Rail Revival program.

It is only through engineering widespread transformative travel times and schedule intensity that a material scale of population is likely to be redistributed to the regions while remaining fully connected to the Greater Melbourne labour market - this is what creates the economic conditions for two-way growth, as opposed to a system which merely sets regional centres up to be dormitory suburbs for Melbourne.

A regional population growth trajectory The Oresund sea bridge case study (above) shows that once region and capital city receive transformative new transit speeds, migration patterns change in a material way - they are driven by simple property arbitrage opportunities: homes and businesses in the regions are cheaper than Melbourne but the transit times to and from these regions start to compare very favourably with many suburbs of Melbourne. What Oresund also shows is that over time these growth patterns begin to equalise as region-city land values resettle into new long-run balances (equilibria).

Setting credible regional growth rates The regional population uplift model therefore takes the past decade of historic population growth for the regional LGAs in question and assumes a peak 10-year fast rail growth period from the first day of operations, followed by two step-downs in growth towards 2050 - broadly in line with the population shift curves in the Oresund experience (see preceding case study). The modelling also assumes an initial announcement and construction ramp of c. 50% above the 10-year historical regional growth rates. This is intended to reflect the fact that interest in regions will increase reliably as soon as a fast rail service is announced: past project experience such as Gold Coast Light Rail9 suggests that upon project announcement, some investors and prospective commuters will seek to pre-position in anticipation of such services.

Key regional growth rate assumptions for Stronger, Together are as follows:

213


Table 2. % population growth rates employed for fast rail population shift analysis

New rail commuting catchments to/from Melbourne

Average annual growth rate last decade

New annual growth rate from announcement to opening

New annual growth rate first decade from opening

New annual growth rate after first decade operations

New annual growth rate to 2050

35-45 minutes 2.06 3.43 4.8 3.85 2.9

45-65 minutes 2.14 3.07 4.0 3.2 2.4

70-85 minutes 2.05 2.62 3.2 2.7 2.2

85-100 minutes 0.77 1.58 2.4 2.2 2

Note: Assumes a 2019 project inception.

Can regional growth be better planned than outer Melbourne has been? The regional growth rates are noticeably lower than historical annual growth in many outer suburbs of Melbourne over the past decade, which has been generally between 5 and 7 per cent at local government area level - and well over 50% per year in the case of some outer suburban ‘growth hotspots’:

• Tarneit, in Melbourne’s outer-west, grew by 28,800 people in the decade to 2016, this represents - 37.2 per cent annual growth.

• Truganina also in the outer-west, grew by 21,850 people - a 69 per cent annual increase over this decade.

• Cranbourne East in the south-east grew by 22,600 people- over 53 per cent annual growth over this decade.

As well as lower growth requirements overall, regional fast rail city and town growth may prove more sustainable: smarter planning approaches, properly funded by all levels of government from the outset, could mean that established regional fast rail cities and towns might avoid the sprawl effects of fast growth seen in some outer Melbourne greenfield suburbs.

A funded and agreed ‘fast regional rail growth plan’ is an essential ‘guard rail’Attentive regional city planning, backed by a suitably-reformed regional planning and investment system, (see Planning to keep fast rail regions liveable below) offers planners a better opportunity to develop considerably higher-density regional city centre and inner and middle ring densities in these regional cities and towns, in a way Melbourne has struggled to do in aggregate over the past decade (noting that the majority of Melbourne’s previous decade’s population growth settled in under-equipped outer Melbourne suburbs).

The greatest planning and growth infrastructure funding attention is likely to be required for the closest commuting townships within the 35-45 minute category.

214


ResultsModelling of the aforementioned population growth rates across the existing LGA populations in their respective commuting time categories suggest that Stronger Together would see a net increase in regional Victoria’s population (above trend) of 1 million people by 2050. This effect is achieved over just 21 years, given an assumed full operational start year of 2029.

Earlier construction and operation of some lines which do not require a 10-year construction timeframe, such as Geelong and Ballarat, would increase this regional population shift effect even further by 2050.

Fig. 9 Regional population increases from fast rail to 2050

The bulk of population redistribution from the program will clearly be driven by a reduction in Melbourne population growth as Melburnians or new entrants to the Victoria make a choice to be within a reliable and pleasant commute to the capital of around one hour or less while gaining access to a cheaper property market and a desirable lifestyle - a very large cohort of people stand to be connected closer to a 45-minute total commute (see below).

This ultimately should be the core objective of any regional fast rail program: it aligns with accepted behavioural and transport economic theory about commuting preferences, known as the Marchetti Constant10.

215


Impact: transforming regional commuting ResultsThe following table suggests how many people would be positioned with access to the Stronger, Together fast regional rail network commuting time categories by 2050, based on the aforementioned growth and network design assumptions.

Table 3. Fast regional rail nominal commuting population at 2050 by commuter time catchments

New regional commuting bracket Population 2050

35-45 minutes to CBD 1,270,000 people

45-65 minutes to CBD 730,000 people

65-85 minutes from CBD 380,000 people

85-100 minutes to CBD 330,000 people

Total regional uplift 2,710,000 people

This can be represented visually as follows:

Fig. 10 Regional population fast rail commuter catchments by category at 2050

Key





Melbourne

1,270,000

730,000

380,000

330,000

216


Comparable transformative uplift to London’s UK Crossrail - in a much smaller city.This report considered the very large London UK CrossRail project and its outer suburban fast commuter uplift as a global benchmark worth measuring Stronger, Together against for its ability to uplift distant commuters at transformative speeds in large numbers.

CrossRail is a London underground and regional railway extension - the largest since World War Two. It involves a new underground line attached to extensions to the east and west of London, including to Heathrow airport. In that sense the Stronger, Together regional network and UK Crossrail are very different projects.

However, there are important similarities: UK CrossRail aims to bring 1.5 million extra Londoners into a 45-minute or less commute to and from the city centre at project opening in 2020.

This document’s impact analysis suggests that by 2050, Stronger Together would bring 1.27 regional Victorians within a c. 45 minute or less commute of the Melbourne city centre. This bears favourable comparison to UK CrossRail noting that Greater London is already almost 4 million people larger than Melbourne - helping to underscore the global credentials of the Victorian program.

217


Wider benefitsApart from rebalancing capital city and region population growth by 1 million people by 2050, Stronger, Together would usher in several other significant operational benefits for Melbourne and regional Victoria:

Modal shift away from cars and Melbourne congestion cost reductionsOne of the most obvious benefits from the program is a material modal shift away from regional car commuting. A quantum for this shift has not been estimated in this paper. Not all car drivers from regions will find the fast rail service meets their precise needs, but the network has been designed to maximise the choice and flexibility of commuting locations and thereby increase Victorian labour force participation:

• Fast rail commuters can travel to the city via Southern Cross Station; or

• They can connect seamlessly onto Melbourne Metro at Sunshine station for access to Parkville, the greater CBD and south east Melbourne; or

• They can transfer at Sunshine to other suburban rail and bus services, or at an equivalent future transfer location on the Latrobe fast line.

This illustrates the way in which fast regional rail complements the existing Melbourne network - it guides commuters to key transfer points to maximise onward connectivity and use of important new network developments, like Melbourne Metro. Choice of destination combines with major reductions in total transit time to induce maximum modal shift.

Greater regional choice and mobility caters to major emerging trendsThe network also assists other emerging challenges, such as increasing regional aged community isolation as older drivers relinquish driving licences and - at the other end of the spectrum - the growing global phenomenon of a reduction in the number of young people taking up driver licences and car ownership11. To date, these groups would be best placed to move to Melbourne to maximise their access choices, but this is simply impractical for many people in these categories. At the margins, this creates challenges for regions trying to retain people in these age groups; these growing trends reinforce regional isolation.

The Stronger, Together network would cater better to these emerging trends in regional Victoria.

218


Shifting from the car: weeks of work annually saved from regional commuters’ lives Leaving aside lower travel costs compared to car running and parking costs, fast regional rail travel would deliver vast productivity and amenity benefits compared to increasingly congested freeway and tollway commuting.

The estimated new rail travel times (see above) can be compared with approximate peak daily car commuting times and then annualised over a 46-week, 38hr per week working year. This reveals just how much more productive regional city commuters can become by switching to fast rail:

Both Geelong and Ballarat secure c. 70-minute (two-way) daily fast rail savings over road commuters to and from Melbourne’s CBD - fast rail would reduce commuting by 268 hours annually - equal to 7 extra working weeks per year spent driving.

Bendigo secures c. 125-minute (two-way) daily fast rail savings over road - this would reduce commuting by 479 hours annually - saving rail commuters just under 13 extra working weeks which would otherwise be spent driving to and from work.

$800m p.a reduction in Melbourne traffic congestion costs?This paper has not undertaken a detailed analysis of the impacts of a Stronger, Together program on Melbourne’s worsening road congestion, but on its face the program does appear to offer a significant foil for offsetting congestion.

The recent Making the Most of Our Opportunities report suggested that:

‘For 1 million population growth diverted from Melbourne to regional Victoria, about half of whom would otherwise each be making 2 car trips/day in Melbourne of c. 10kms trip length, this congestion cost saving could be worth around $800 million a year to Victorians over the 15 year period to 2030 (congestion costs created in regional Victoria would be an offset but should be minimal’).

Making the Most of Our Opportunities report (2018) p. 86

Fast rail links Victoria to two international airports, not oneAt present, the Tullamarine Fast Rail project intends to provide fast and frequent rail rather than conventional bus transport to Tullamarine airport. Converting the Geelong line alone to regional fast rail allows Melbourne to secure fast, high-capacity transit to and from a new station on the mainline adjacent Avalon International Airport - access will be from either Geelong itself, or from Southern Cross station in Melbourne, or from Greater Melbourne via Sunshine station.

The trip from Southern Cross to Avalon will take around 27 minutes. A mainline Avalon station/terminal design concept on the Geelong line has already been developed with operational rail expertise, which includes customs clearance and check-in gates at this station to allow onwards seamless transit to airside boarding lounges. Having two airports served by fast, high-capacity trains will ensure that airport competition is maximised to benefit air travellers and the Victorian economy.

219


Major event uplift - regions to Melbourne, Melbourne to regionsThe fast regional rail network offers much faster high-capacity uplift to and from Melbourne, not just for commuters but also (with proper scheduling) for major events. This is a boon for those visiting Melbourne from the regions, but also increases the capacity of regions to host sporting, cultural and other important major events. It capitalises on existing regional success stories such as the Bendigo Art Gallery, which is already well-known for hosting major international exhibitions. Fast rail can multiply the benefits of these wider cultural and economic renewal programs.

Kardinia Park game-day station potential for Geelong Refitting works for the Geelong fast rail aspects of the program will require a well-understood widening and redevelopment of the short South Geelong tunnel between Geelong and South Geelong stations. The southern end of this 400 metre tunnel is adjacent to the northern end of the 35,000 seat Kardinia Park stadium of Geelong Football Club.

The new tunnelling and approach design for this tunnel may be capable of incorporating a game-day station at the northern end of Geelong’s stadium. If so, it would allow fast rail travellers from Melbourne to reach football, soccer, cricket and other stadium events in Geelong in under 40 minutes from the Melbourne CBD; this could also remove the need to close a major road artery next to Kardinia Park to allow rail commuters to stadium events to walk safely across this road after games to access the more distant South Geelong train station.

Dramatically faster region-to-region connectivity The proposed network design also delivers fast region-to-region networked travel across Victoria - something not available under current systems or current government regional rail plans.

For all lines, the Sunshine station interchange offers a rapid transfer from one regional fast rail city to another. While not likely to be high volume, the functionality gains for tourism and regional mobility are impressive: Geelong to Bendigo by rail would be reduced from 3 train travel hours plus long transfer delays to around 1.5 train travel hours and far less delay due to higher service levels.

220


Regional urban economic renewal led by regional university campus growth?All of the five regional fast rail cities are home to university campuses, including the headquarters of Australia’s largest regional university, Deakin, in Geelong.

Economic analysis of fast regional rail centres worldwide reveals that those centres with access to universities tend to retain more of the investment and economic activity gains of fast capital city commuting connections. Fast rail offers these universities a step change in the pace of regional transition to high-wage ‘knowledge economies’.

Deakin University relocated its main campus into repurposed heritage-listed wool stores on Corio Bay’s waterfront in the 1990s - the campus is already close to the Geelong train station. Fast rail will ensure that Melbourne students and academic visitors can access the Deakin Geelong campus with a short walk from the train, adding to the attraction of the university as a place for study and collaboration.

Other regional fast rail cities like the Federation University city campus in Ballarat would also appear to be prime candidates for repurposing more of their city’s historic urban centre for high-value tertiary education, research and linked commercial start-ups.

221


Broad design and construction assumptionsThe vision for this network needs a practical infrastructure solution. While much detail would remain to resolve, recent developments such as the Tullamarine Fast Rail, Sunshine Station redevelopment and outer suburban metro line duplications combined with conventional approaches to fast rail refits overseas give Victoria a historically-unmatched starting point to design and deliver the network.

Technical or physical ‘show-stoppers’The discussion that follows does not represent itself as exhaustive or final. However, it can be asserted with some confidence, based on eminent advice sought in this regard, that there do not appear to be any substantial technical or physical ‘show-stoppers’ which outright preclude the Stronger, Together network from being designed successfully: the network employs well-understood, non-controversial technology and operational approaches seen across much of western Europe in particular over the last two decades.

Major works - line refits, level crossingsTo operate at the higher 200km/h speeds on some sections, the new network will require some significant upgrades and refits to existing regional tracks.

It will also require the removal or grade separation of most if not all level crossings on these fast routes, as per the European experience for these sorts of speeds. In the case of more distant centres such as Shepparton, this requires a sizeable amount of crossing treatments, although it should be noted that these equate not to the Melbourne major metro level crossing removal treatments in cost or design, but rather closer to the treatments seen in many European country level crossings on regional fast commuter routes.

Management systems Expert advice sought during City of Greater Geelong’s Melbourne Geelong Fast Rail reports (2018) suggests that the current VLine centralised traffic control system and its train protection and warning system would appear capable of accommodating 200km/h train operations at its upper limit - noting that above these speeds and for networks with mixed traffic, upgrades to more elaborate electronic train management systems are certainly required - and available.

Suburban Melbourne train line duplicationsAs is already recognised in current government rail policies, a key source of delay and congestion for regional services lies in the fact that Melbourne has never segregated its regional rail lines from its suburban metropolitan service network.

This legacy challenge creates the greatest challenges on the Geelong line. Tarneit in Melbourne’s outer west is serviced by Geelong and Warrnambool trains, yet it has been the highest growing region in Australia over the past decade. This has led to consistent 50 per cent or more peak train overloading on all Geelong and Warrnambool trains over the past few years - a matter which has drawn significant criticism from the Victorian Auditor-General12. As outer suburban Melbourne and regional populations continue to grow, the Geelong overcrowding phenomenon faces most if not all regional rail lines.

222


Current Victorian government plans and works are already committed to resolving this problem on some regional lines. The Victorian government’s Western Rail Plan forms a perfect complementary basis for Stronger, Together by committing to segregating the Melton and Wyndham lines from the Geelong and Ballarat services.

Geelong and Ballarat metro quad-trackingGeelong and Ballarat fast high capacity regional commuter rail will see the Wyndham Vale and Melton extensions of the Sunbury metro line duplicated, for the addition of 6 new suburban metro stations, including Tarneit. This duplication allows Geelong trains to bypass Tarneit altogether, with a first outer Melbourne stop likely being the Sunshine interchange, from which regional commuters can alight to access either the Melbourne metro and the wider Melbourne suburban rail system, or for transfers to either Tullamarine or Avalon international airports, or onwards to other regional centres or the Melbourne central business district at Southern Cross station.

Fig. 11 New duplicated tracks showing new stations - Wyndham and Melton lines

To Avalon & Geelong

To Ballarat

KEY

Bacchus M

arsh

Bacchus M

arsh

Parwan

Melto

n

Toolern

Rockbank

Hopkins R

d

Carolin

e Springs

Deer Park

Ardeer

Sunshin

e

Ballan

Tarneit

Truganina

Davis Rd

Sayers Rd

Wyndham ValeSuburban Metro Rail

Regional Fast Rail Line

Blackforest Rd

New Stations

�

223


Western Melbourne shared fast rail tunnel

Consistent with Tullamarine fast rail design thinking, the final c. 8 kilometres of inner Melbourne traverse for all regional fast rail services except Latrobe would occur via fast rail tunnel.

The official selection of the Sunshine station alignment for Tullamarine fast rail services finalises the location of the inner Melbourne tunnel. This same tunnel was examined for the Melbourne-Geelong fast rail technical report. It saves regional services significant transit time.

Smart shared tunnel design accommodates airport and regional operationsThe Melbourne-Geelong Fast Rail technical reports of 2018 designed and costed this tunnel alignment via Sunshine with a nominal capacity of 20 trains per hour (one-way); technical advice suggests that this could be expanded up to a maximum of 24 paths with the adoption of a contemporary high-capacity signalling system for tunnels. Assuming that Tullamarine Fast rail services are integrated with regional fast rail, this offers the following outcomes for peak regional service levels. They afford significant uplift from current service levels, while also offering a 6 service per hour (one-way) dedicated fast service from Melbourne to Tullamarine airport.

Table 4. Indicative mature peak service levels and path requirements for regional fast rail using the new Western Melbourne fast rail tunnel

Destination Trains per hour peak (one way)

Geelong 8

Ballarat 4

Bendigo (via Tullamarine) 4

Shepparton (via Tullamarine) 2

Tullamarine Airport (terminating) 6

TOTAL 24

Critical tunnel design decisions could ‘make or break’ regional fast commuter rail The centrality of the inner west fast rail tunnel for delivering an overall Victorian regional fast rail vision cannot be overstated. The design of this tunnel is on foot now, as part of Tullamarine Fast Rail project. Due attention to ensuring that this tunnel has sufficient future-proofed capacity and access points for regional city fast rail services is the single most important near-term requirement for regional fast rail.

224


Latrobe alignment - a separate challengeOf all the five regional fast rail candidates, Latrobe City’s regional rail alignment has to date suffered the most from sharing the suburban metropolitan tracks, largely due to the unprecedented expansion for residential suburbs in the south-east of Melbourne in the past two decades. As result of this expansion, Gippsland regional services are slowed to suburban all station stopping speeds as far out as around hour from Melbourne.

Technical advice received during the Melbourne-Geelong fast rail report development was that, due primarily to incursions into the existing regional rail quad-tracking reserves around Dandenong, it is likely that simple duplication of the suburban metro lines to segregate regional expresses are not a viable complete solution for Latrobe fast rail.

Instead, a major access tunnel or sky rail solution may be required to liberate the Latrobe regional alignment to run at effective fast regional commuter speeds. A significant body of work is inevitable to resolve this particular access challenge for Latrobe. The Australian Rail Futures Institute will soon publish a detailed design paper in this regard.

Southern Cross station platform capacityTechnical advice undertaken for the initial Melbourne-Geelong high-level technical report also suggests that Southern Cross station itself presents no capacity obstacle to fast rail operations as envisaged. This assumes that in parallel with the project the State will continue towards eventual removal of the obsolete N-Class loco-hauled carriage services. N-Class platform shunting turnarounds take significantly longer per loco than diesel multiple units such as the VLocity; this reduces platform productivity. It was estimated (although not published) for the Geelong technical report that resolving this as well as some sympathetic platform redesign work will improve productive daily operational capacity of Southern Cross station.

Wider operations: other network commuters from non-fast rail locationsNot all regional centres in Victoria would receive the new fast commuter rail service as envisaged in this document. In this context, obvious questions arise as to how to interface the service with other more distant country rail stations and how to retain intermediate stations nominally inside the new fast rail network but not necessarily serviced by fast rail. There are options in these respects to be explored; this document offers some insights rather than the last word.

Treatment of country services beyond the fast rail network In the case of more remote country rail services hauled by N Class locomotives, a transfer supported by synchronised timetabling to and from fast commuter services at the fast rail regional terminals (Geelong, Ballarat, etc) may make sense for reducing overall trip times to end-destinations in wider regional and rural Victoria, subject to transfer amenity and superior overall transit times being achieved.

For example, the current rail service from Swan Hill to Melbourne Southern Cross via Bendigo would gain an almost 40 minute travel time saving even allowing time for a transfer to and from the fast trains at Bendigo. Moreover, as these more distant regional lines are retrofitted to accept VLocity running speeds in the order of 130-160km/h, these regional cities are in turn brought much closer still to Melbourne.

225


This underlines the increased role that major fast rail regional centres can begin to play as bigger and more important regional hubs for more distant Victorian communities, offering more health education ,retail, financial and other services to improve the quality of life for regional Victoria.

Treatment of non-fast rail intermediate stops within a fast regional networkSubject to further technical effort, this could present two broad potential courses of action: either

• existing non-fast rail stations remain serviced with conventional fleet accessing Melbourne on existing above-ground alignments, but requiring additional passing loops and some modification to timetable;

or

• the fast rail network as envisaged is expanded to all intervening regional stops at some level of service, trading time savings at the margins for more coverage - but also at the cost of a possibly more modest property value and population uplift effect.

Construction and manufacturing opportunitiesThis report relies only on close comparator projects in Melbourne and regional Victoria as well as similar projects overseas, such as the GO Expansion program in Toronto.

On this basis, noting the scale of construction jobs forecast for Melbourne Metro and the regional rail upgrade programs as well as the stated Toronto full business case figure of 8,300 full-time jobs for the duration of the project, a figure of around 8,000 jobs for each of the years of construction appears reasonable.

Likewise, the fleet manufacturing, fit out and maintenance opportunities for a new fleet (see New Fleet, below) are significant. The scale of fleet required to service the capacity and frequency envisaged for Stronger, Together is significant and would also require a dedicated new maintenance facility. Victoria is well positioned to secure much of this work given the presence of multiple rolling stock manufacturers in the State.

Construction timeframesThe Stronger, Together network would be developed in parallel with the Airport Rail Link, with delivery of fast lines such as Geelong and Ballarat achievable, given due government priority, within the 5-7 years which appears required for Airport Rail Link - in this sense, the airport project and not the regional line refits shapes the critical time path for delivery. Other destinations such as Bendigo and Shepparton need not be drawn-out - design, planning and construction also begins immediately, parallel to Airport Rail Link. In this way, Victoria captures major macroeconomic effects sooner.

A longer design and delivery timeframe will be required for Latrobe.

In recent years the Victorian government has shown how drastically timeframes can be collapsed through a combination of high government priority, fast-tracked approvals, smart, market-led technical solutions, proper project structuring and scaled-up project rollouts. The Melbourne Level Crossing Removals Authority is an example - less than a decade ago, the idea of more than 50 Melbourne level crossings removed would have assumed construction timeline stretching to decades.

226


New fleet A faster, more efficient, greener fleet for the future task The program proposes a shift in fleet to a more contemporary, higher-capacity 200km/h-capable, electric-powered, energy-efficient fleet. Such fleets are increasingly found across modern high-capacity regional commuter rail networks in Europe. The shift in fleet is driven by environmental, future network expansion and local manufacturing motivations, but prima facie, technical engineering constraints on the network as envisaged suggest an electric fleet offers the most practical and efficient strategic solution.

The shift to a fast electric fleet represents a significant step in terms of cost, construction, maintenance infrastructure, systems and training. But this strategic fleet upgrade underpins the operational outcomes which maximise the socio-economic benefits for the Victorian economy and community.

Engineering arguments for an electric fleet The shared western Melbourne fast rail tunnel is the single most important facilitator for both Tullamarine fast rail and for four major fast regional networks - it allows fast services from Geelong, Ballarat, Bendigo and Shepparton to take vital minutes off their journey through inner Melbourne at much higher service levels. In turn this greatly improves the operational and economic impact of the Tullamarine Fast Rail program.

Technical advice to the high-level Melbourne-Geelong fast rail design project suggests the long tunnel precludes the current diesel-powered VLocity fleet from service- diesel trains require cleaner, cooler air intakes in order to operate underground for this distance.

• This would force the project - and Tullamarine Fast Rail, for that matter - to be designed with several large diesel fume exhaust stacks above ground in the inner-west communities of Melbourne, or for service frequency to be reduced quite significantly, so that due time could elapse between each train for exhaust fumes to dissipate.

• The Melbourne-Geelong high-level expert technical report also considered an alignment for a skyrail alternative in western Melbourne, but this was not deemed practical.

• Another potential alternative explored was retrofitting of hybrid diesel and electric power plants - bimodal power - into the existing VLocity regional fleet - the electric motors would switch on during long tunnel running to avoid diesel emissions in the tunnel. The retrofitting process would be very costly and complex for a large fleet which is already part way through its useful life. Retrofitting could also lessen seating capacity at the margins.

None of these options were considered desirable or practical for the long term.

227


228


Speed and an electric fleet

There is an operational performance benefit from moving from the current 160km/h capable VLocity fleet to a 200km/h higher-capacity fleet, especially on more distant routes where higher speeds can be sustained for longer periods.

It may be that in future it becomes more feasible to expand the network and increase speeds on some sections above the 200km/h mark. This would be the case, for example, for any expansion into the Wodonga-Sydney line, where very fast train aspirations may or may not create a different operational requirement. Likewise, more distant Victorian regional fast rail candidates such as Mildura could in time benefit greatly from higher sustained running speeds on appropriate sections.

Under these conditions, cost-effective diesels are generally considered to have reached their operational speed limit at 200km/h: diesel power plants are heavy and take up considerable space relative to the usually roof-mounted electric power arrangements of electric trains. Electric trains thus tend to have more space for passengers available, which is a key ingredient in regional population uplift.

Emissions and amenity The overwhelming carbon and sound emissions advantage of electric trains are another strong factor in their favour relative to diesels. Electric trains produce no direct emissions and in contrast to diesel trains are extremely quiet. For now, electric power plants running in Victorian may draw their power from an energy grid which includes much fossil fuel power, but the choice to make the fleet electric ensures that the future net energy footprint of fast regional rail will augment green credentials in line with any shift towards a more renewable Victorian energy mix.

Toronto’s new regional electric fleet - major environmental benefits The Toronto GO Expansion business case (2018) offers a pertinent example of why an entire major city and regions would make the capital expenditure decision to shift their fleet to a logical and sustainable electric end-state - GO Expansion fleet choice together with modal shift carbon emission savings promises to take around 13.5 million tonnes of C02-equivalent emissions out of the Greater Toronto atmosphere.

229


Higher capacity, double-deck carriages As already outlined, the project makes its population uplift gains based on a function of transformative travel time reductions, travel time reliability gains and major capacity, amenity and schedule frequency improvements.

In the case of capacity, as is the case on a high-capacity fast regional commuter network like the French RER, regional stations and Southern Cross station alike will need to consider train length solutions which deliver high passenger numbers per train yet can also meet existing platform lengths, or at least reduce major station redesigns wherever possible.

This consideration suggests modern double-deck or double and single-deck mixed units, such as those in use today on most French fast regional commuter networks, are the most sensible choice, noting that some significant refits would be required in any event to conform to the Victorian operating requirements.

With this said, it is important to recognise that when considering a hierarchy of project design, tunnels and other fixed infrastructure must be built with the operational capacity and uplift objectives of regional fast rail and its fleet in mind - not the other way around.

Regional electrification infrastructure Moving to electric for the fast regional network will require electrification with pylons as per the current Melbourne regional network. This is distinct infrastructure: most modern fast rail technology operates on 25kvAC power, rather than the 1500v DC power which is used by Melbourne’s suburban rail system.

Managing the current VLocity fleet in transition As a fast regional rail program was rolled out, there would no longer be a requirement for the legacy VLocity fleet on these services. Proper phasing strategy will need to be developed to maximise the utility of existing fleet during and after transition to a faster, electrified, higher capacity and higher service frequency regional rail network.

This would include VLocity track upgrades to more distant destinations such as Warrnambool, most likely in larger consists. This program in and of itself would offer significant travel time gains to these more distant regional centres.

230


Funded plans to keep ‘fast rail cities’ liveableState planners have long understood that Melbourne’s nearby regional centres, townships and surrounding rural areas have more than enough developable land available to take a very large population uplift from Melbourne - what is more they hold more established economic and social infrastructure fit for this purpose than new outer Melbourne greenfield suburbs.

In the past, regional land availability has been a moot point, because there has been no practical mechanism for inducing the step-change in population uplift from Melbourne that would drive reliable demand for more developable regional lots.

But the commuting times, reliability and capacity of the proposed regional fast commuter network makes this possible. This prompts the central question of how these regions are to manage a significant increase in population growth while retaining liveability, specific independence and character.

At present, outside Melbourne, local governments are solely responsible for the development plans for their cities and townships. Notwithstanding 2014’s Plan Melbourne document considering policies for a number of peri-urban areas, there remains no formal State plans for Victorian regional centres and towns, nor any Commonwealth plans for these places.

This arrangement arguably functions well enough in the historically-low regional population growth context - for example, regional Victoria’s overall population grew by less than 13 per cent across the decade to 2016.

But these same local plans would be placed under great pressure in higher population growth scenarios, absent explicit planning and infrastructure investment support from State and Commonwealth governments.

Without a universally-agreed plan across all three levels of government for how a fast rail enabled region is to grow while remaining liveable and develop supporting social and economic infrastructure, the actual development of these regions would probably fall substantially to a game of political chance, where only superior lobbying and marginal seat status is any guarantee of success.

A smarter system may involve fast rail cities and towns entering into growth plans ratified by all three levels of government.

This would assist fast rail communities in taking a measured, empirical approach to capacity challenges and stepped infrastructure needs in a higher growth future. As outlined in the Impact discussions above, regions have the opportunity to plan better for growth, learning the lessons of Melbourne’s outer suburban sprawl - more attention to inner suburb densification may be a key success factor for fast rail regional cities.

Whatever the solution, the significant regional population distribution outlined in this paper cannot be considered realistic without some form of agreed and funded Fast Rail Growth and Liveability Strategy for these places.

Any solution which leaves regional cities and towns to manage fast rail population growth solely through local government ratings and increases in grants, fees and fines would be to export the worst aspects of outer Melbourne’s greenfield suburban sprawl to the regions - this would be no solution at all.

231


232


Endnotes1 Juturna Infrastructure and Raylink Consulting for the City of Greater Geelong Melbourne-Geelong Fast Rail Strategy report and Geelong Fast Rail High-Level Technical Assessment (2018) https://www.geelongaustralia.com.au/common/Public/Documents/8d6a220145719ba-melbourne-geelongfastrailstrategyreport.pdf 2 Australian Rail Futures Institute Intercity: How regional rail can re-balance population growth and create a ‘State of Cities’ in Victoria July (2016) http://www.railfutures.org.au/wp-content/uploads/2016/08/160804-Regional-Rail-paper-v14.1.11-final-for-printing.pdf 3 National Institute of Economic and Industry Research (NIEIR) and Stanley & Co Making the Most of Our Opportunities first report for the Municipal Association of Victoria (2019) http://www.mav.asn.au/__data/assets/pdf_file/0017/22238/NIEIR-and-Stanley-Making-the-Most-of-Our-Opportunities-Full-Report-Jan-2019.pdf4 Grattan Institute Remarkably Adaptive: Australian Cities in a time of growth (2018) https://grattan.edu.au/report/remarkably-adaptive/5 Metrolinx GO Expansion full business case November (2018) http://www.metrolinx.com/en/docs/pdf/board_agenda/20181206/20181206_BoardMtg_GO_Expansion_Full_Business_Case.PDF

6 See also the Oresund Bridge Corporation Annual Report (2017) https://data.oresundsbron.com/cms/download/%C3%85rsrapport_EN_2017.pdf7 M. Aa. Knudsen, J. Rich, Ex-post socio-economic assessment of the Oresund Bridge Transport Policy 27 (2013) 53-658 R. Hirota ‘Present Situation and Effect of the Shinkansen’ in Transport Policy and Decision Making Vol 3 Issue 3 (1985)9 See an examination of public transport project value uplift realisation by Yen, Mulley, Shearer and Burke Announcement, construction or delivery: When does value uplift occur for residential properties? Evidence from the Gold Coast Light Rail system in Australia in Land Use Policy Vol 17 April (2018)10 Cesare Marchetti Anthropological Invariants in Travel Behaviour published in Technological Forecasting and Social Change, Volume 4 7, Number 1, September (1994) and online at https://core.ac.uk/download/pdf/52945910.pdf11 Centre for Automotive Safety Research Young Adult Licencing Trends - 2017 Update (Royal Automobile Club of Victoria Research Report 17/02 https://www.racv.com.au/content/dam/racv/images/public-policy/reports/RACV%20Young%20Adult%20Licensing%20Trends%202017.pdf 12 Victorian Government Auditor-General VLine Passenger Services Inquiry Final Report, No. 1 (2017) https://www.audit.vic.gov.au/sites/default/files/2017-08/20170809-VLine-Passenger-Services.pdf

233


234


236

10.10. CONTRACTS SPECIAL COMMITTEE OF COUNCIL MINUTES - 7 AUGUST AND 28 AUGUST 2019

Division: Director Business Services Director: Glenn KallioAuthor/Position: Lorraine Sendall - Executive Assistant, Director Business Services

OFFICER RECOMMENDATION Council resolves to:

1. Note, as per the Local Government Act 1989 Section 88(2) that this matter is designated confidential information under section 89(2) as Contractual Matters and has been considered in making this recommendation.

2. Endorse the Special Contracts Committee minutes of the meetings held on 7th and 28th August, 2019.

EXECUTIVE SUMMARY The purpose of this report is to provide Council with copies of minutes of Council’s section 86 Special Contracts Committee in accordance with the Local Government Act 1989. At the meeting of these Committees held on 7th and 28th August, 2019, six contracts were endorsed by the Committee. This report provides a copy of the minutes of these meetings as well as detailing summary information in relation to this Contract. RATIONALE Section 92 of the Local Government Act 1989 (the Act) requires that copies of minutes of meetings of the Special committees of Council are kept. Part 5 of the Act also lists minutes of section 86 Committees as a prescribed matter and therefore should be made available to the public. This report advises that minutes of the Special Contracts Committee (the Committee) are attached to this report for the meetings held on 7th and 28th August, 2019.

The Committee has been established to more effectively facilitate Council’s Capital Works Program. To that end, the Committee has been established and will meet weekly, as required, in order to provide Council Officers with necessary decisions of Council to enable procurement processes to be completed.


Charter of Human Rights and Responsibilities Act 2006 Local Government Act 1989 City of Ballarat Council Plan 2017-21 City of Ballarat Industry Participation Program City of Ballarat Purchasing/Procurement Policies and Procedures


237

LOCAL CONTENT

ContractEndorsed with recommendation to Council

Value OutcomesLocal Content Outcome

2019/20-09 Pitchcraft Pty Ltd $242,862.69 (excluding GST)

Mars Stadium Oval Resurfacing Project No

2018/19-148Australian Catering Solutions Pty Ltd

$450,000.00 (excluding GST)

Delivered Meals Program No

2019/20-08 Streebson Pty Ltd $300,086.65 (excluding GST)

Carpark Works – Scott/Davies/Ebden Streets

Yes

2019/20-12Aquatic Weed Management Pty Ltd

$2,250.00 per hectare (excluding GST)

Lake Weed Cutting No

2018/19-204 Commlec Services Pty Ltd

$419,490.00 (excluding GST)

St George’s Reserve LED Sports Lighting Upgrade

No

2018/19-210 PFG Group $720,000 (excluding GST)

Construction of an Aquatic Weed Harvester

No


Implications Considered in Report? Implications Identified?Human Rights Yes NoSocial/cultural Yes YesEnvironmental/Sustainability No NoEconomic No NoFinancial/Resources Yes YesRisk Management Yes YesImplementation and Marketing

No No

Evaluation and Review No No

Human Rights - It is considered that this Report does not impact on any human rights identified in the Charter of Human Rights and Responsibilities Act 2006. Social/Cultural - The inclusion of the minutes in the Council agenda and their availability to the public will increase awareness of the activities of the Special Contracts Committee and could increase community involvement in decision making at Council.

Risk Management – The Act requires that minutes of Committees established under Section 86 are kept and are made available to the public. There are implications if minutes of Special Committees are not presented to Council.

Financial – As contained within the report.


238

OFFICER' DECLARATIONS OF INTEREST


REFERENCE DOCUMENTS

City of Ballarat Purchasing/Procurement Policy Contracts Approval Special Committee Terms of Reference

ATTACHMENTS

1. Contracts Minutes Wednesday 7 August 2019 [10.10.1 - 5 pages]2. Contracts Minutes Wednesday 28 August 2019 [10.10.2 - 6 pages]

CONTRACTS SPECIAL COMMITTEE

MINUTES

7 August 2019

239

MINUTES OF THE MEETING OF THE SPECIAL CONTRACTS COMMITTEE

OF THE BALLARAT CITY COUNCIL, HELD IN COMMITTEE ROOM 1, TOWN HALL, STURT STREET, BALLARAT

ON WEDNESDAY 7 AUGUST 2019 AT 4:40PM Justine Linley

(Chief Executive Officer)

MINUTES

ORDER OF BUSINESS: PRESENT Cr Grant Tillett Cr Ben Taylor

IN ATTENDANCE Mr Glenn Kallio (Director Business Services) Mr Neville Ivey (Director Community Development) APOLOGIES Cr Mark Harris (Chair) ACTING CHAIPERSON In the absence of the Chairman, nominations were called for the nomination of an acting Chairperson. Cr Grant Tillett nominated Cr Ben Taylor as acting Chairperson. RECOMMENDATION That the apology from Cr Mark Harris be received. Moved Cr Grant Tillett Seconded Cr Ben Taylor CARRIED DECLARATIONS OF INTEREST No declarations of interest were received. CONFIRMATION OF MINUTES RESOLUTION: That the minutes of the Contracts meeting held on 24 July, 2019 as circulated, be confirmed. Moved Cr Grant Tillett Seconded Cr Ben Taylor CARRIED SECTION 89 MATTERS

RESOLUTION: That the Committee resolves, pursuant to Section 89(2) of the Local Government Act 1989, that the meeting be closed to members of the public, whilst the Committee is dealing with the following matters, that may include matters that are Commercial in Confidence that may prejudice Council: - Moved Cr Grant Tillett Seconded Cr Ben Taylor CARRIED

240

Contracts Special Committee Minutes 7 August 2019

Page 3

TABLE OF CONTENTS

PAGE(S)

5.1 CONTRACT 2019/20-9 MARS STADIUM OVAL RESURFACING PROJECT

(RO NEVILLE IVEY / TRENT BURSILL) 4 5.2 CONTRACT 2018/19-148 COMMONWEALTH HOME SUPPORT PROGRAM

DELIVERED MEALS (RO NEVILLE IVEY / ANN PITT) 4

241


Page 4

5.1 CONTRACT 2019/20-9 MARS STADIUM OVAL RESURFACING PROJECT (RO – Neville Ivey / Trent Bursill) SUMMARY This report recommends that the Contracts Special Committee award a Contract for the resurfacing of MARS Stadium Oval. RESOLUTION That the Contracts Approval Special Committee resolves to: 1. Award Contract Number 2019/20-9 for the provision of MARS Stadium Oval Resurfacing

to Pitchcraft Pty Ltd for the total tendered price of $242,862.69 (excluding GST). 2. Delegate to the Chief Executive Officer authority to execute the associated Contract on

behalf of Council. Moved Cr Grant Tillett Seconded Cr Ben Taylor CARRIED 5.2 CONTRACT 2018/19-148 COMMONWEALTH HOME SUPPORT PROGRAM

DELIVERED MEALS TENDER (RO – Neville Ivey / Ann Pitt) SUMMARY This report recommends that the Contracts Special Committee award a Contract for the delivered Meals on Wheels Program. RESOLUTION That the Contracts Approval Special Committee resolves that it: 1. Award Tender 2018/19-148 for the provision of CHSP Delivered Meals Program to

Australian Catering Solutions Pty Ltd (trading as Hearty Health) for the total tendered price of $450,000 (excluding GST).

2. Delegate to the Chief Executive Officer authority to execute the associated Contract on

behalf of Council. Moved Cr Ben Taylor Seconded Cr Grant Tillett CARRIED

242


Page 5

General Business: No general business was discussed RESOLUTION That the Contracts Approval Special Committee resolve to come out of Section 89 and adopt the resolutions made therein. Moved Cr Grant Tillett Seconded Cr Ben Taylor CARRIED There being no further business, the Chairperson declared the meeting closed at 5:00pm

Confirmed this 28th day of August, 2019

………………………………… Chairperson

243

CONTRACTS SPECIAL COMMITTEE

MINUTES

28 August 2019

244

MINUTES OF THE MEETING OF THE SPECIAL CONTRACTS COMMITTEE

OF THE BALLARAT CITY COUNCIL, HELD IN COMMITTEE ROOM 2, TOWN HALL, STURT STREET, BALLARAT

ON WEDNESDAY 28 AUGUST 2019 AT 4:30PM Justine Linley

(Chief Executive Officer)

MINUTES ORDER OF BUSINESS: PRESENT Cr Mark Harris (Chair) Cr Grant Tillett IN ATTENDANCE Mr Glenn Kallio (Director Business Services) Mr Neville Ivey (Director Community Development) Mr Terry Demeo ( APOLOGIES Cr Ben Taylor RESOLUTION: That the apology of Cr Taylor be accepted. Moved Cr Grant Tillett Seconded Cr Mark Harris CARRIED DECLARATIONS OF INTEREST No declarations of interest were received. CONFIRMATION OF MINUTES RESOLUTION: That the minutes of the Contracts meeting held on 7 August, 2019 as circulated, be confirmed. Moved Cr Grant Tillett Seconded Cr Mark Harris CARRIED SECTION 89 MATTERS

RESOLUTION: That the Committee resolves, pursuant to Section 89(2) of the Local Government Act 1989, that the meeting be closed to members of the public, whilst the Committee is dealing with the following matters, that may include matters that are Commercial in Confidence that may prejudice Council: - Moved Cr Grant Tillett Seconded Cr Mark Harris CARRIED

245


Page 3

TABLE OF CONTENTS

PAGE(S)

5.1 CONTRACT 2019/20-08 CARPARK WORKS – SCOTT/DAVIES/EBDEN

(RO TERRY DEMEO / ROBIN HAND) 4 5.2 CONTRACT 2019/20-12 AQUATIC WEED HARVESTING

(RO TERRY DEMEO / BERNARD BLOOD) 4 5.3 CONTRACT 2018/19-204 ST GEORGES RESERVE

100 LUX LED SPORTS LIGHTING UPGRADE (RO NEVILLE IVEY / TRENT BURSILL) 5

5.4 CONTRACT 2018/19-210 CONSTRUCTION OF AN AQUATIC WEED

HARVESTER VESSEL FOR WEED CONTROL WITHIN LAKE WENDOUREE (RO GLENN KALLIO / ADRIAN SMITH) 5

246


Page 4

5.1 CONTRACT 2019/20-08 CARPARK WORKS – SCOTT/DAVIES/EBDEN (RO – Terry Demeo / Robin Hand) SUMMARY This report recommends that the Contracts Special Committee award a Contract for carparking works at Scott / Davies / Ebden Streets. This car parking provision is part of the CBD car parking activity plan adopted by Council and funded by the State Government’s $2million grant which was part of the overall funding package associated with the GovHub development. RESOLUTION That the Contracts Approval Special Committee resolves to: 1. Award Tender Number 2019/20-08 ‘Carpark Works – Scott / Davies / Ebden to Streebson

Pty Ltd t/a Ballarat Excavation and Transport Pty Ltd for the total tendered price of $300,086.65 (excluding GST).


behalf of Council. Moved Cr Grant Tillett Seconded Cr Mark Harris CARRIED 5.2 CONTRACT 2019/20-12 AQUATIC WEED HARVESTING (RO – Terry Demeo / Bernard Blood) SUMMARY This report recommends that the Contracts Special Committee award a Contract for the management of lake weed by mechanical harvesting. RESOLUTION That the Contracts Approval Special Committee resolves that it: 1. Award Tender 2019/20-12 for the provision of Lake Weed Cutting to Aquatic Weed

Management Pty Ltd trading as Aquatic Weed Harvester Australia for a per hectare rate of $2,250.00 (excluding GST) commencing 2 September 2019 for a period of 12 months, ending on 2 September 2020 with a 2 x 3 year extensions at Council’s sole discretion.


behalf of Council. Moved Cr Grant Tillett Seconded Cr Mark Harris CARRIED

247


Page 5

5.3 CONTRACT 2018/19-204 ST GEORGES RESERVE 100 LUX LED SPORTS

LIGHTING UPGRADE (RO – Neville Ivey / Trent Bursill) SUMMARY This report recommends that the Contracts Special Committee award a Contract for the supply, installation, commissioning and testing of the Sports Lighting and associated electrical services as well as subsequent maintenance during the defect liability period at St George’s Reserve. RESOLUTION That the Contracts Approval Special Committee resolves to: 1. Award Tender Number 2018/19-204 for the provision of St George’s Reserve LED Sports

Lighting Upgrade – 100 Lux to Commlec Services Pty Ltd for the total tendered price of $419,490.00 (excluding GST).


behalf of Council. Moved Cr Grant Tillett Seconded Cr Mark Harris CARRIED 5.4 CONTRACT 2018/19-210 CONSTRUCTION OF AN AQUATIC WEED HARVESTER

VESSEL FOR WEED CONTROL WITHIN LAKE WENDOUREE (RO – Glenn Kallio / Adrian Smith) SUMMARY This report recommends that the Contracts Special Committee award a Contract for the construction of an aquatic weed harvester for weed control within Lake Wendouree. RESOLUTION That the Contracts Approval Special Committee resolves to: 1. Award Tender Number 2018/19-210 for the construction of an Aquatic Weed Harvester

Vessel for weed control within Lake Wendouree to PFG Group opting for the suggested poly hub option for the tendered price of $720,000.00 (excluding GST).


behalf of Council. Moved Cr Mark Harris Seconded Cr Grant Tillett CARRIED General Business: No general business was discussed.

248


Page 6

RESOLUTION That the Contracts Approval Special Committee resolve to come out of Section 89 and adopt the resolutions made therein. Moved Cr Grant Tillett Seconded Cr Mark Harris CARRIED There being no further business, the Chairperson declared the meeting closed at 4:45pm

Confirmed this day of , 2019

………………………………… Chairperson

249


250

10.11. OUTSTANDING QUESTION TIME ITEMS Division: Business Services Director: Glenn Kallio Author/Position: Sarah Anstis -Administration Officer Statutory Compliance


That Council endorses the Outstanding Question Time report.

EXECUTIVE SUMMARY This report provides Council with an update of response to questions taken on notice and outstanding unanswered questions from Council Question Time.

As of 11 September 2019 Council Meeting, there are no outstanding questions.

RATIONALE The City of Ballarat Meeting Procedure Local Law calls for a standard agenda item at each Council Meeting that reflects unanswered questions from Public Question Time.

LEGISLATION, COUNCIL PLAN, STRATEGY AND POLICY IMPLICATIONS

Meeting Procedure Local Law OFFICERS DECLARATION OF INTERESTS Council Officers affirm that no direct or indirect interests need to be declared in relation to the matter of this report.

ATTACHMENTS

Nil


251

11. NOTICE OF MOTION

Nil

12. URGENT BUSINESS

Nil

13. SECTION 89 (IN CAMERA)

10.10 CONTRACTS SPECIAL COMMITTEE OF COUNCIL - 7 AUGUST AND 28 AUGUST 2019

Division: Business ServicesDirector: Glenn KallioAuthor/Position: Lorraine Sendall - Executive Assistant, Director Business Services

(Confidential report designated under the Local Government Act 1989 section 77(2)(b))

13.1 DISPOSAL OF PROPERTY

Division: Infrastructure and EnvironmentDirector: Terry DemeoAuthor/Position: Darren Sadler – Executive Manager Property Services and Facilities

Management

(Matters affecting the security of Council property)

13.2 ALFREDTON WEST DEVELOPMENT CONTRIBUTION REVIEW/LUCAS PARK FUNDING

Division: Infrastructure and EnvironmentDirector: Terry DemeoAuthor/Position: Natalie Robertson – Executive Manager Development Facilitation

(Legal advice)

13.3 CYCLING AUSTRALIA ROAD NATS CONTRACT RENEWAL

Division: Development and PlanningDirector: Angelique LushAuthor/Position: Jeff Johnson - Executive Manager Events and the Arts

(Contractual matters)


252

13.4 PURCHASE OF LAND BALLARAT WEST GROWTH CORRIDOR 331, GLENELG HWY

Division: Infrastructure and Environment Director: Terry Demeo Author/Position: Natalie Robertson – Executive Manager Development Facilitation


13.5. TOURISM SERVICES TRANSITION UPDATE AND REVIEW

Division: Development and PlanningDirector: Angelique LushAuthor/Position: Jeff Johnson - Executive Manager Events and the Arts


14. CLOSE