page 54 a2. community consultation summary - … · roundabout school ... feedback from the...

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A2. Community Consultation Summary - Stage 2

Dinner Plain Living Consultation Stage 2 Summary Report Stage 2 of the consultation process in Dinner Plain focussed on gathering feedback from residents, business owners/ operators, key stakeholders and visitors about the Draft Strategic Plan.

An online & hardcopy survey, the Dinner Plain Living website, an open house and a small discussion group were utilised to invite the views of a diverse range of people on the Draft Strategic Plan.

The following broad community engagement was achieved: 13 people filled in an online survey 14 key stakeholders attended small discussion groups 64 people attended the open house session in Dinner Plain; and 3 written submissions and one verbal submission were received

Overall, a total of 95 people shared their thoughts on the Draft Strategic Plan for Dinner Plain.

Summary of Key Consultation Findings: A summary of the Stage 2 consultation results is included below. More detailed information can be found in the subsequent sections of this summary report.

Key Findings Summary: What we have heard about the DRAFT Strategic Plan What do you see as the most significant part (s) of the Strategic Plan? Respondents indicated that the most significant parts of the Strategic Plan were:

Open House Focus Groups Survey Submissions Village

Entrance Trail and path

Upgrades Expanded

Dinner Plain School

New Oval & Sports Pavilion

Gravity Park/Hub

Snow Making Activities in the

Green Season Redeveloped

Roundabout School

expansion

Values, Strengths & Vision

Cohesive marketing Broad offering of

activities for visitors Village Entrance Collaborative

Governance to lead the plan

Trail & Path Upgrades

Focus on Green Season

Focussing on group tourism

Diverse accommodation options

Redeveloped Roundabout

Trail and path upgrades (62%)

Marketing/branding (54%)

Future accommodation options apartments/ camping etc. (38%)

Snow making (31%)

Gravity Park/Hub (31%)

New Oval & Sports Pavilion (31%)

Re‐Aligned entry (31%)

Governance Marketing Vision & Principles Preservation of Cold

Air Corridor Interpretive and

information hub The heart of the

village and the redeveloped roundabout,

Accommodation/ apartments

School extension, CFA location and

function Environmental

sustainability

A redesigned entry into Dinner Plain, trail and path upgrades, marketing, governance, year round activities and expanded accommodation options were most frequently mentioned as being important to those that were involved in consultation activities. Other noted significant parts of the plan were: snow making, the gravity park/hub, oval and the school expansion.

Which of the guiding principles do you think most captures your aspirations for the future of Dinner Plain? Survey: The top two guiding principles that survey respondents chose as their most preferred (#1 choice) was Principle 3 (42% chose this as their most preferred) ‐ ‘ The environmental, natural and

Alpine qualities of Dinner Plain will be protected, celebrated and integrated into the vision for the

future, and will form the central component of future business and visitor attraction.’ Principle 2 (25% chose this as their most preferred) ‐ ‘The village will reflect its own unique character and identity, that celebrates and reinforces the vision of the founders of Dinner Plain, and interprets this vision in a new,

contemporary and consistent manner’. Feedback from the Open House differed, with the most popular (9 responses) being Principle 5 ‘The village will be promoted and marketed as a coordinated entity, in a consistent, integrated and proactive

manner that celebrates a strong, clear and legible ‘brand’ for Dinner Plain’. And the second most preferred (3 responses) being Principle 1: ‘The Dinner Plain village will be a sustainable, successful and viable community into the future on economic, social, cultural and environment terms’. What do you think should be the first step (s) to deliver the Strategic Plan? Quick wins‐ Small group discussions with business owners/operators indicated a strong interest in ticking off some ‘easy quick wins’ such as: cutting back red tape, return to two way traffic flow along Big Muster Drive, ensuring parking signs are easy to follow, allowing horses back into Dinner Plain (i.e.aistment) and improving marketing and signage. Adding to this, other key first steps that were noted overall were: Entrance improvements to get people into Dinner Plain Improving cycling offerings Marketing , signage, way finding Expansion of the Dinner Plain School Year round activities/events Camping/caravan area Interpretive Centre Good Governance Growing the Green Season

Feedback from the consultation process also highlighted the importance of using the guiding principles and vision to assess and guide all future development in Dinner Plain. Also noted was the importance of actively working towards obtaining funding from both government and private investment sources to support the ongoing implementation of the Dinner Plain Strategic Plan. Whilst Local Government was seen as a key partner to support activities within the strategic plan it was also recognised that community stakeholders played a vital role in guiding and championing the ongoing implementation of the strategic plan. A combined effort from all levels of governments together with strong and effective community leadership will bode well for the future development of Dinner Plain.

DPAC Workshop Summary

DPAC were invited to share their thoughts and ideas on the strategic plan by attending a workshop on February 26th 2014. They were also encouraged to participate in the open house that followed this meeting. DPAC were provided an opportunity to access the display material on Friday 23rd May 2014 or via the DP Living website. The workshop was held in the same room as the open house, allowing DPAC members to see what the community would experience.

The workshop itself consisted of:

1. Informal presentation – walk through of open house display boards (in order). The informal nature allowed for discussion throughout.

2. General discussion about the strategic plan highlighting key elements. 3. A site walk to the entry to discuss proposed changes identified in the strategic plan.

Feedback There was general discussion throughout the meeting. Key items noted included: General approval of the entry redesign and the activities located to support this General approval of the proposed oval Governance was deliberated; three existing community groups were identified including DPAC,

DPRBOS and the Chamber of Commerce. How these groups could work together was identified as an area for further exploration.

CFA Building – Comfortable with the location and access to village and the Great Alpine Road. Discussion that all facilities provided should be multipurpose – ‘bang for buck’.

DP Living Small Discussion Group – Business Discussion Group Summary

Stakeholders were invited to share their thoughts and ideas for the strategic plan by attending a small discussion group on May 27th2014. The discussion group was held in the same room as the open house, allowing attendees a chance to review the display material and experience what the community had. It is noted that a number of the attendees were also present at the open house the night before. Following 30 – 45minutes of perusing through the posters, attendees were asked to participate in an informal and open discussion. The following is a summary of the discussion that took place between all stakeholders. The topics / questions attempt to bring thoughts together.

Q1. What do you see as the most significant part (s) of the Strategic Plan?

The values, strengths and vision are important Ideas need to be practical. They need to pick up on what Dinner Plain is and what it does

well. It’s not just about new buildings but also understanding the values and strengths of the town. It’s developing a vision (equally including what we are not).

Need to understand that there is limited time and limited money. Likes the idea of targeting groups. Rundell’s actively targets weddings. The weddings market

it up and down but they (Rundell’s) have had some success. Other groups could include hiking groups and bike groups.

There are currently limited activities focused around the youth. It’s about making the most of what Dinner Plain has. People visit here for three days and then they are bored.

Establishing activities is crucial, without these things people won’t stay. Oval provides a range of opportunities including a place for the youth and a fire safe place Look at people who are already coming and service them and their wants. Some people are just happy to let their kids go – that’s what makes Dinner Plain attractive

for families. People bring up friends – has a flow on effect

Full time school – would mean an increase in facilities (even for winter school) The idea of getting groups in is good, but once they are here they need things to do – need

activities here. Oval is a great thing as it provides a number of opportunities including a helicopter pad as

well as tourism and community benefits. Want a ‘heart’‐ likes the idea of the oval, spiritual centre and community spaces providing

this ‘heart’ How do we get horses here? Lot 2 and 3 provide opportunity for horses Families – continue to focus towards this group, and focus activities towards them in the

first instance Is Dinner Plain a village or a town? This should be informed by the guiding principles. Discussion around the idea that during stage 1 consultation this was questions and the

results indicated that people saw it as a little bit of both – this is the conundrum for Dinner Plain.

Another critical thing is providing adequate facilities for winter school. Additional Comments/Ideas:

Open Dinner Plain up to the Great Alpine Road. Provide a sense of arrival. Slow traffic down along the Great Alpine Road and get people into Dinner Plain – greatest exposure is the road.

Originally Dinner Plain was based around a ski village; however the ski industry is retracting. Greatest opportunity was to not be associated with Mt Hotham

A potential developer is looking to provide 6 star eco accommodations at Dinner Plain (separate to town). Wants to invest but needs opportunity.

Imagery. Cattlemen’s huts, livestock and horses are all associated with Dinner Plain, however horses are no longer in the town. Need to get horses back as it was a great thing for the town.

Grey Nomads. Provide opportunities for RV’s within Dinner Plain. Although they might not pay they provide ‘colour and movement’.

Educations / Health. Both industries are well suited to Dinner Plain Mt Hotham airport costs a lot of money. Bring buses up here and get people skiing from a

young age Alpine School great asset and gets people coming back Look to hospitals and universities, health insurance companies (i.e. Golden Door) and

rehabilitation Need activities that don’t need an operator i.e. Frisbee golf. Until DP gets people in, just

need activities. Geebung Polo is the biggest marketing event for DP – huge flow on effects. Research into

the actual impact of this needs to be investigated Three peaks is also another big event for the town. Opportunity to look at starting 1 night at

Dinner Plain to fill beds (this had been investigated for this year without success). Council – noted that research regarding critical mass to be a town indicated the 3000 people

where needed.

Q2. What do you think should be the first step (s) to deliver the Strategic Plan?

Entrance improvements to get people into Dinner Plain‐ “There is no sense of arrival into Dinner Plain”. “We need to capitalise on passing traffic”. Advocate for a roundabout on the great Alpine Hwy.

Improve cycling offerings. Provide various grades i.e. harder vs tourists (stacked lib). Cycling appeals to a variety of users.

Cut back on red tape. Marketing‐ start with signage, way finding etc.‐ also current parking signs are confusing. Fix the traffic flow‐ one way isn’t working. Get horses to operate back in Dinner Plain. Operations are currently 6km down the road as

horses are not permitted in Dinner Plain overnight. Focus on activities/events‐ “If we don’t give people things to do they won’t come here”. Camping/caravan area‐ “The grey nomads are an important market‐ need Winnebago’s to

be welcome”. “Grab hold of the grey nomads”. Oval‐ “The Footy field is a ripper idea”. AIS were interested in this idea previously, a site

could not be identified at the time though. The Oval can be the villages safe place as well. Interpretive Centre Governance‐ focus on getting the governance right‐ use the guiding principles‐ need a

united vision Green Season‐ “Grow the green season and put in place strategies that will support business

viability”. “The green season provides opportunities for growth, focus on this season”.

Additional Comments Cut the red tape Note boards / sandwich boards to be allowed (example given of recent VicRoads

infringement notice for placing sign on Great Alpine Road). Airport is expensive and maybe should be let go Spa is a disappointment‐no profit for owners

“We are at a crossroads, we need different user groups”.

“Masterplan is all good, I like all the activities but feel that it needs to start with the small things i.e. signage and removing the red tape”.

“Improvements in signage and formalising paths could improve pedestrian access”.

Dinner Plain Strategic Plan Feedback Survey

A total of 13 people filled in an online survey to share their feedback on the draft Strategic Plan for Dinner Plain. A summary of results follows:

Q1. What is the postcode for your usual place of residence?

40% of respondents who filled in an online survey were residents of Dinner Plain. The remaining respondents that indicated their postcode were residing in: Clifton Hill, Wantirna, Ascot Vale, Menzies Creek, Blackwarry and Malvern.

Of the respondents who filled in an online survey, 67% were males and 33% were females.

58% of survey respondents were aged 46‐65 years of age and the remaining 42% were aged 26‐45 years of age. There were no responses in the under 16 age group or in the 17‐25 and 66 and over age groups.

50% of survey respondents shared that their connection to Dinner Plain was as an investor, 42% were permanent residents and 33% were part time residents. 8% of people who filled in a survey worked in Dinner Plain.

The top two guiding principles that survey respondents chose as their most preferred (#1 choice) was Principle 3 (42% chose this as their most preferred) ‐ ‘ The environmental, natural and Alpine qualities of Dinner Plain will be protected, celebrated and integrated into the vision for the future, and will form the central component of future business and visitor attraction.’ Principle 2 (25% chose this as their most preferred) ‐ ‘ The village will reflect its own unique character and identity, that celebrates and reinforces the vision of the founders of Dinner Plain, and interprets this vision in a new, contemporary and consistent manner.'

Survey respondents top three most significant parts of the Strategic Plan were: trail and path upgrades (62%), marketing/branding (54%) and future accommodation options ‐apartments/camping etc. (38%).

Q7. What do you think should be the first step(s) to deliver the Strategic Plan? Marketing The entrance into Dinner Plain Expansion of Dinner Plain School A focus on green season Provision of year round activities Cheaper accommodation e.g. camping area Bringing groups together in Dinner Plain to ensure all are working towards the same

outcomes together A more in‐depth community consultation process Securing finance to deliver activities within the plan each year

“Early written consultation with property owners and 2 year period of contemplation prior to 12

month review of proposed funding applications”.

“Secure finance to realize at least one component of the plan every season (i.e. both summer and

winter) so people can see progress towards the vision”.

“Bring the relevant groups in DP together and get on the same page. Make implementation a priority

plan from there”.

“To ensure that Dinner Plain stays in line with the original vision while becoming a sustainable town”.

Q8. Are there any other comments that you would like to make about Dinner Plain or the DP Living Project?

“The proposal to have a sports oval with parking and related facilities is a disaster. It would completely destroy the amenity and character of the precinct”.

“I am a 14 year owner and see storm cells being more violent and El Nino reducing snow levels and drier hot summers making DP vulnerable to brushfire and deconstructing the village with Govt. & insurance, reluctant to re‐invest thereby allowing natural growth to inhabit the vacant lands, causing valuations to fall allowing National Parks to compulsory acquire the land for consolidation into the wilderness”.

“Not sure we need an oval considering our environment (unless established privately)”.

“I do NOT want Dinner Plain to become a ghost town!!”. “Camping, swings in the playground, all year round access to gym and the pool. Keep up the great work I am looking forward to the outcomes!”

“I think the recent increase in campervans to DP highlights the need for some camping facilities (including showers etc.). A service station would also be of value to the village”. “To rely on TAFE colleges & others visiting interpretive centre/s here is a furphy”.

Key Points from Written Submissions

Three written submissions were received by the project team; a summary of feedback is included below:

1. The idea of establishing a ‘committee for Dinner Plain’ independent of local government is worth considering. A strong case needs to be built. What is its purpose? How would its activities be funded? Could be challenging given how small the number of active stakeholders are.

2. There are clear benefits in marketing Dinner Plain as a single entity. The question is who pays? Moreover the private sector should be able to compete in product offering and marketing. Generic marketing works well when all businesses are committed and are performing. Dinner Plain is not there yet.

3. The Victorian High Country Huts Assn is not the only entity with an active interest. There is also a local Landcare Group which, incidentally, has just completed rehabilitating Bogs here. Mention should also be made of the cooperation between the relevant land managers who have responsibility in the district – Parks Vic, DEPI, MHRMB and Alpine Shire.

4. I strongly agree that grassroots level consolidation of high quality and lost cost resource minimal... should be the foundation of PD. I strongly agree that it should be built on place ‐ history (including Aboriginal) culture and nature. I strongly agree that increased group visitors opportunities are needed all year round ‐ nature based, education based and elite alpine.

5. These three need to link together ‐ alpine education school ‐ outdoor ed activities linked to corporate team‐building group bookings and more grassroots groups such as a Field Naturalists week etc.

6. I like the vision. And the guiding principles are great ‐ they have the right balance.

7. Environmental integrity and environmental sustainability (including the link to CFA and fire) needs to be expressed more strongly in this plan. A love of nature extends to an expectation of environmentally sustainability and the very obvious reason that the winter season is declining, climate change. We should have solar panels on the majority of the residential, community and commercial buildings and this should be celebrated and be seen as the 'new image' as opposed to be contravening heritage and the DP original look.

8. The plan does not look at the relationship between DP and Hotham, specifically the economic relationship ‐ I think this is important.

9. Given the 'hive of activity' that is prioritised in the vision the principle of a 'grassroots level consolidation of high quality and resource minimal...foundation' needs to build the economic foundation and economic and social sustainability of DP. This may be more in the realm of a DP economic plan than this physical plan but there are a number of elements that are relevant. There are two primary stakeholders that need to be prioritised. Residents ‐ long term residents including families and temporary seasonal worker residents ‐ they need facilitates to sustain them living here ‐ school, playgroup and facilities and services pitched to their affordability. The temporary seasonal worker residents need

appropriate, reasonable and affordable accommodation. These two groups need to exist in a grassroots economy. It is these two groups that economically and socially sustain the Village between the peak periods. If a business gets one customer a day in the non‐peak periods (and hence is not covering costs of being open) but needs to be open every day to maintain their brand of 'always open' ‐ the non‐peak periods are very difficult to maintain. The key customers during non‐peak periods are local residents. If these businesses get 3‐5 customers during these non‐peak periods then the businesses are more sustainable and hence available for the peak period. And less likely to fold if there is a crisis like the recent bushfire season that almost tipped a number of the businesses over the line. So how do you make DP more attractive to more people to live here?

One idea is to have a staff/resident card that enables these people to get discounts such as a free annual park entry, a free Hotham bus pass, discounts at Onsen and other places, 10% discount on accommodation if they book friends in. This resident card would be saying thank you for living here, you are important to the community, we know that you exist in the real economy (not the opulent one) please bring other people in (friends and family) and living here has benefits, please stay for longer.

The retired on a budget nature lovers ‐ these people highly value the natural environment in which DP is situated. They do not appreciate opulence. They are prepared to stay in shared accommodation and camp. ‐ Camping facilities should be a priority. These people are happy to camp but not necessarily are able to hike overnight. They should be made to feel welcome not feel like they need to exist on the fringe of the village because they are not staying in 5 star accommodation. Field Naturalists or Bird watching groups need to be catered for as a group with budget accommodation. They are likely to spend money on outdoor activities and food. Embracing these people would create a 'hive of activity' and increase the non‐peak visitation.

10. It is difficult to think about the plan without undertaking an economic viability analysis of

each element in the plan at the same time. What is the economic analysis? How does each element of the Strategic and Precinct Plans contribute to the economics of DP?

11. Generally the proposed village precinct plan and strategic plan are logical and good. I like

the DP interpretive and information hub, centring the heart of the village on the redeveloped roundabout, the infill of accommodation apartments, school extension, CFA location and function. They seem to be building the lifestyle elements for residents, temporary residents and generally building an intensity of activity in a consolidated way.

12. I'm not so sure about the Spiritual Centre ‐ not sure what its purpose is or what it would be.

I believe that a significant reason that people come to the high country is for a nature experience in the wilderness and that with a reduction in people going to church for spiritual support people are replacing this with nature experiences ‐ these are gained through being

in nature that is removed from civilisation ‐ i.e. the bush is the spiritual hub and people get this by going out into the bush ‐ building a building to do this sort of misses the point.

13. The oval and the sports pavilion seem to be too large and capital intensive. Perhaps an idea

into the future but the focus now is to shift the economic trend from decline and reliant on the winter season ‐ the focus should be on the essential elements that will turn this around ‐ an all year round place, the supermarket, pub and other businesses open all year round, more residents, seasonal workers and then an increase in visitor numbers. Snow making facilities at the ski run and the cafe being open all season.

14. When mentioning the education activities in the plan it is not clear what you are talking

about. This needs to be more deeply understood. 1. A larger primary (and high) school facility ‐ having it open all year round is important to sustain the community socially and keep families living here, increasing resident numbers. 2. The Alpine school ‐ embracing this and integrating it more into the village including having more 'outdoor ed' activities available and making the village more attractive for the staff to live in DP. Having some of this cross over with group bookings. i.e. during the Parents weekends do they all stay at DP? What type of accommodation do they rent? And building the outdoor ed activities generally. 3. Education as a group booking activity including potential nature talks as mentioned in the plan; I am not clear what you are meaning here.

15. Keep the cold air corridor from n‐s preserved "We have had guests in winter drive to Hotham before they realised they had missed Dinner Plain". A village by‐pass would be good. Visitors also need to be informed about dinner plain via vic roads and tourist boards.

Dinner Plain Open House #2

A total of 64 people attended the second Open House, 44 people were in the under 16 age group (Alpine School Students), five people were in the 26‐45 year old age group, 8 people were in the 46‐65 year old age group and one person was in the 66 and over age group. 6 people did not identify their ages.

When Open House attendees were asked what their connection was to Dinner Plain they indicated

that:

Permanent Dinner Plain Resident – 6 Part Time Dinner Plain Resident – 12 Investor (i.e. rent property / business owner) – 6 Work in Dinner Plain ‐ 5 Visitor – regular visitor (but do not own property) ‐ 1 Visitor – occasional visitor / day trips – 0 Other (please specify) – 8 plus 44 Alpine School students

Open House Discussion

The following is a summary of the discussion that took place, which was informal and open during the open house:

The proposed camping location is a valued part of the landscape. An alternative location, perhaps near the services lots, should be investigated. WSUD, similar to that used in the bog area, could enhance this area and ensure drainage is controlled.

Potential to provide eco‐accommodation with Lot2, taking advantage of the great views afforded from this location

The water tower in the round about. A number of people noted that they didn’t feel this location was appropriate. The reasons provided included:

- Utilitarian appearance of the water tower. - The current location provided for great views - Opportunity to incorporate the water tower into the proposed sports pavilion - Costs associated with moving the tower

Opportunity to provide additional parking along the front of the Great Alpine Road and the entry road.

General support for the oval concept. Key reasons included its ability to provide a place of last resort, a space for community events, off leash dog area, local sports games and future use for high altitude training. Some people recommended alternative locations for the oval including:

Near the bore (although acknowledged that this would not allow for a full size oval to be provided).

- In Lots 2 and 3 General support for the plaza space. Some people noted concerns with the Frisbee golf infrastructure suggesting it was

dangerous to both pedestrians in the area and sled dogs Sports oval is superfluous in regards to high altitude training. High altitude training

involves the need to train differently. Tennis courts to provide for ice skating. It was noted that an additional court (or two)

may be required to meet standards for an ice rink. Additional mountain bike tracks required General support of the relocation of long term car parking Opportunity to better provide for RV vehicles Opportunity to incorporate Cattlemen history into information / interpretive centre. It

was noted that a ‘cattleman’s hall of fame’ had previously been pursued and had been accepted for funding but had since fallen through the cracks.

Which of the guiding principles do you think most captures your aspirations for the future of Dinner Plain?

Principle 1 ‐ ‘The Dinner Plain village will be a sustainable, successful and viable community into the future on economic, social, cultural and environment terms’. ‐ 3

Principle 2 ‐ ‘The village will reflect its own unique character and identity that celebrates and reinforces the vision of the founders of Dinner Plain, and interprets this vision in a new, contemporary and consistent manner. ‘ ‐ 1

Principle 3 ‐ ‘ The environmental, natural and Alpine qualities of Dinner Plain will be protected, celebrated and integrated into the vision for the future, and will form the central component of future business and visitor attraction.’ ‐ 2

Principle 4 ‐ ‘The Dinner Plain community will create a new local governance model for the village, based on local community and business participation and direction ‐ to drive and implement the future vision and actions.’ ‐ 2

Principle 5 ‐ ‘The village will be promoted and marketed as a coordinated entity, in a consistent, integrated and proactive manner that celebrates a strong, clear and legible ‘brand’ for Dinner Plain.‘ ‐ 9

Other (Please specify) – 0 Having the village marketed in a consistent way (53%) held most interest for those who shared their feedback, followed by principle 1‐ having a sustainable and viable community (18%) and an equal amount of interest in environmental (12%) and governance (12%) principles.

What do you see as the most significant part (s) of the Strategic Plan? Marketing / Branding – 3 Trail and path Upgrades – 13 Realigned Entry Road / Village Heart – 1 Expanded Dinner Plain School ‐ 16 New Oval and Sports Pavilion – 9

Comments – ‘Once a year market and festival’ Off leash dog area – 5 DP Multi‐Purpose Interpretive and Information Hub – 3 DP Hut / Plaza ‐ 4 Gravity Park / Activity Hub – 11

Comments – ‘Mountain bike tracks / bushwalking tracks, ice skating’ Snow making ‐ 7 Future Accommodation / Opportunities (apartments / camping etc.) ‐ 5 Provision of a year round Access Road ‐ 0 Screening of Depot Area – 0

Expanding the Dinner Plain School, trail and path upgrades, the gravity and activity hub, new oval and sports pavilion, snow making and future accommodation options were seen as most significant by those attending the Open House.

What do you think should be the first step (s) to deliver the Strategic Plan?

Dinner Plain Open House - No comments received on posters

Are there any other comments you would like to make about Dinner Plain or the DP Living Project?

Dinner Plain Open House - No comments received on posters

Other Comments (post‐its placed on other posters) - Where is the snow play area? - School growth - Display entrance (sic) - Rifle range? Please?

East Gippsland Water Discussion Group Summary

As a follow up to Stage 1 Consultation, East Gippsland Water was provided a link to the draft master plan package (online and as displayed during the Dinner Plain Open House). Two representatives were then asked to provide their comments and thoughts on the plan via a teleconference, held between East Gippsland Water and Tract Consultants on June 13th 2014. Discussion Summary The following is a summary of the discussion that took place, which was informal and open between the two East Gippsland Water representatives and Tract Consultants (one representative). The below topics / questions attempt to bring thoughts together.

Ground Water Protection Buffers East Gippsland Water would like to see the master plan recognise the Ground Water Protection Buffer around the bores. While they acknowledge that development is permitted within this area (and there may be limited opportunity to restrict this), they would like to highlight opportunities for WSUD and the use of impervious surfaces within this area to protect aquifer. Distribution Potentially moving water infrastructure from its current location near the water tower and locating it closer to the bore maybe limited on the size of distribution pipes and costs associated with upgrades. A cost analysis would be required to determine if the proposed location would be feasible, however it was agreed this was a good location based on proximity to the bore and height. Agreed that this should be shown as requiring investigation only. Access Road Would make is easier and simpler to get to and from the water treatment plant located within Depot Area. The closest EGW office is in Omeo. Area of Irrigation Snow making considered a good opportunity from a water perspective. Opportunity to use recycled water (under investigation) which reduces water to be irrigated during summer months and potentially frees up space for other activities within Lot 2. (see below). Other opportunities being investigated by EGW. Area of irrigation to be fenced by Council, during summer. In winter, when the risks associated with the irrigated areas are low, this area will be opened up for recreational use. Signage will be used to identify these areas and the risks. Important to note the relationship between the amount of people, water consumption and area to be irrigated. While attempts are being made to reduce the area of irrigation, an increase in occupancy will potentially increase water consumption and therefore water to be treated. EGW need to consider not only reducing the area of irrigation but also what impact a future occupancy increases may have. EGW’s investigations into how areas of irrigation could be reduced may be included as a note within the Master Plan Report. Ice Skating Rink From a water perspective this would be a good opportunity. Could provide another use for recycled water within the village (to be investigated).

Currently reuse ponds treat to Class C. In order to use for snowmaking and ice skating, water would need to be treated further (specific’s to be investigated). This would require additional infrastructure, which could be potentially accommodated within the existing EGW Treatment Plant.

Future Growth Queried what the master plan estimated the future growth would be. Tract indicated that at present that growth has been restricted to areas previously identified (given the change in market conditions and a focus on intensifying activity within existing areas). Sewerage System Concern in regards to sewerage system‐ twofold:

Construction – Stormwater getting into sewers Snow Clearing – man holes being knocked during snow clearing

Bollards may protect man holes. Other methods require further investigation. Heated footpath Not a concern for EGW.

Feedback from Alpine School Students Forty‐four Alpine School Students visited the Open House and were invited to share their thoughts on the three things they liked best about the DRAFT Strategic Plan. Thirty four students shared their opinions by filling out a feedback form.

The 3 things I like best about the DRAFT Strategic Plan are:

“An ice skating rink would provide more entertainment for the Alpine School students”.

“I like the idea about the oval because it will bring the community together and dog’s will have somewhere to run”.

“The downhill bike track sounds like it would be fun”.

“I think it’s great you’re trying to find out what everyone enjoys about Dinner Plain so you can work

on what’s best”.

“More bike trails- the current ones are great but more would top it off and attract more riders”.

56%

38%

26%

15%

15%

9%

9%

9%

6%

6%

0% 10% 20% 30% 40% 50% 60%

Sports Oval

Walking/Bike Tracks

Ice Skating Rink

Gravity Park

Activities for Children/Youth

Accomodation

Expanded School

Off Leash Dog Area

DP Hut/Plaza

Ski Runs/Trails

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