Agenda of Council Meeting - 13 June 2018...2018/06/13 · rescission is lost, a similar motion may not be put before the Council for at least one month from the date it was last lost,

D18/205562

COUNCIL AGENDA

WEDNESDAY 13 JUNE 2018

COMMENCING 7 PM

COUNCIL CHAMBER, MORELAND CIVIC CENTRE, 90 BELL STREET, COBURG

Council Meeting 13 June 2018 2

INFORMATION ABOUT COUNCIL MEETINGS

Moreland City Council encourages its citizens to participate in the local government of Moreland. Accordingly, these notes have been developed to help citizens better understand Council meetings. All meetings are conducted in accordance with Council’s Meeting Procedure Local Law.

WELCOME The Mayor, who chairs the meeting, formally opens the meeting, delivers an acknowledgement of country and welcomes all present. This Council meeting will be recorded and webstreamed live to Council’s website. This recording will also be available as Video on Demand. Although every care is taken to maintain privacy, gallery attendees are advised they may be recorded.

APOLOGIES Where a Councillor is not present, his/her absence is noted in the minutes of the meeting.

DECLARATION OF INTERESTS AND/OR CONFLICT OF INTERESTS Under the Local Government Act 1989, a Councillor has a duty to disclose any direct or indirect pecuniary (financial) interest, s/he may have in any matter to be considered by Council that evening.

CONFIRMATION OF MINUTES The minutes of the previous meeting are placed before Council to confirm the accuracy and completeness of the record.

PETITIONS Council receives petitions from citizens on various issues. Any petitions received since the previous Council meeting are tabled at the meeting and the matter referred to the appropriate Director for consideration.

REPORTS FROM COMMITTEE TO COUNCIL Council considers reports from Committees that Councillors represent Council on. These reports are incorporated in the Governance Report.

QUESTION TIME This is an opportunity (30 minutes), for citizens of Moreland to raise questions with Councillors.

ON NOTICE ITEMS FROM PREVIOUS COUNCIL MEETING Items raised during question time at the previous Council meeting that were not able to be answered are responded to.

REPORTS BY MAYOR AND COUNCILLORS A report of activities from Councillors to advise of events, meetings and other functions they have attended between Council meetings.

COUNCIL REPORTS Detailed reports prepared by Council’s Administration are considered by Councillors and a Council position is adopted on the matters considered. The Mayor can invite firstly Councillors, secondly Officers, and then citizens in attendance to identify Council reports which should be given priority by the meeting and considered in the early part of the meeting.

NOTICES OF MOTION A motion which has been submitted to the Chief Executive Officer no later than 12 pm (noon) ten days prior to the meeting which is intended to be included in the agenda. The motion should outline the policy, financial and resourcing implications.

GENERAL BUSINESS An item of general business relates to business that calls for the presentation of a report to a subsequent meeting in line with particular requirements.

NOTICE OF RESCISSION A Councillor may propose a motion to rescind a resolution of the Council, provided the previous resolution has not been acted on, and a notice is delivered to the authorised officer setting out the resolution to be rescinded and the meeting and date when the resolution was carried. For a decision of the Council to be rescinded, the motion for rescission must be carried by a majority of the votes cast. If a motion for rescission is lost, a similar motion may not be put before the Council for at least one month from the date it was last lost, unless the Council resolves that the notice of motion be re-listed at a future meeting. If a motion for rescission is not moved at the meeting for which it is listed, it lapses. A motion for rescission listed on a meeting agenda may be moved by any Councillor present but may not be amended.

URGENT BUSINESS The Chief Executive Officer or Councillors, with the approval of the meeting, may submit items of Urgent Business (being a matter not listed on the agenda) but requiring a prompt decision by Council.

CONFIDENTIAL BUSINESS Whilst all Council and Committee meetings of Council are open to its citizens, Council has the power under the Local Government Act 1989 to close its meeting to the general public in certain circumstances which are noted where appropriate on the Council Agenda. Where this occurs, members of the public leave the Council Chamber or Meeting room while the matter is being discussed.

CLOSE OF MEETING The Mayor will formally close the meeting and thank all present.

NEXT MEETING DATE The next Council meeting will be held on Monday 25 June 2018 commencing at 6 pm, in the Council Chamber, Moreland Civic Centre, 90 Bell Street, Coburg.


1. WELCOME

2. APOLOGIES

Cr Dorney – Leave of absence request – 22 August – 19 September 2018.

3. DECLARATION OF INTERESTS AND/OR CONFLICT OF INTERESTS

4. CONFIRMATION OF MINUTES

The minutes of the Council Meeting held on 9 May and 28 May 2018 be confirmed.

5. PETITIONS

PET10/18 REQUEST TO REINSTATE A LAMP ADJACENT TO 16 MILLWARD ROAD, BRUNSWICK TO ILLUMINATE A RIGHT OF WAY LANEWAY (D18/176933) 7

6. REPORTS FROM COMMITTEE TO COUNCIL

Incorporated into DCS23/18 Governance Report.

7. QUESTION TIME

8. ON NOTICE ITEMS FROM PREVIOUS COUNCIL MEETING

ONR4/18 ON NOTICE ITEM - MAY 2018 COUNCIL MEETING (D18/188795) 8

9. REPORTS BY MAYOR AND COUNCILLORS

10. COUNCIL REPORTS

SOCIAL DEVELOPMENT

DSD13/18 COUNCIL ACTION PLAN ITEM - ADOPTION OF AQUATIC AND LEISURE STRATEGY 2018 - 2038 (D18/163827) 10

DSD14/18 ADOPTION - FINAL CHARLES MUTTON RESERVE PRECINCT FEASIBILITY PLAN (D18/165852) 146

DSD15/18 COUNCIL ACTION PLAN ITEM - WHEATSHEAF COMMUNITY HUB UPDATE (D18/158597) 185

DSD16/18 CONTRACT 697T - CAMPBELL RESERVE SOCCER FIELD RECONSTRUCTION - ELECTION COMMITMENT (D18/184952) 192


PLANNING AND ECONOMIC DEVELOPMENT

DED34/18 275 MORELAND ROAD, COBURG (JOHN FAWKNER HOSPITAL) REDEVELOPMENT - REQUEST FOR WORKS OUTSIDE OF NORMAL WORKING HOURS (D18/188411) 198

DED35/18 COUNCIL ACTION PLAN ITEM - AMENDMENT C169 - ADVERTISING AND CLUB SIGNAGE IN OPEN SPACES - DECISION GATEWAY 2 - CONSIDERATION OF SUBMISSIONS AND REQUEST FOR PANEL (D18/130251) 211

DED36/18 COUNCIL ACTION PLAN ITEM - MULTI-USE COMMUNITY FACILITY AT 33 SAXON STREET, BRUNSWICK - RECOMMENDATIONS FOR CONCEPT PLANNING STAGE (D18/177342) 282

DED37/18 DECLARATION OF THE SYDNEY ROAD BRUNSWICK SHOPPING PRECINCT COMBINATION SPECIAL RATE AND CHARGE SCHEME (D17/468145) 312

DED38/18 STATUTORY REQUIREMENT - PLANNING SCHEME REVIEW (D18/157971) 344

DED39/18 COUNCIL ACTION PLAN ITEM - DELIBERATIVE DEVELOPMENT RESEARCH PAPER (D18/166632) 458

ORGANISATION DEVELOPMENT

EMOD2/18 COUNCIL PLAN 2017-2021: COUNCIL ACTION PLAN FINANCIAL YEAR 2017/2018 - QUARTER THREE REPORT (D18/193820) 525

CORPORATE SERVICES

DCS23/18 CYCLICAL REPORT - GOVERNANCE REPORT - JUNE 2018 (D18/187662) 608

DCS24/18 CYCLICAL REPORT - FINANCIAL MANAGEMENT REPORT FOR THE PERIOD ENDED 30 APRIL 2018 (D18/186573) 650

DCS25/18 ADOPTION - PROPOSED MEETING PROCEDURE LOCAL LAW (D18/184626) 663

DCS26/18 STATUTORY REQUIREMENT - PROCUREMENT POLICY ANNUAL REVIEW (D18/185535) 726

DCS27/18 COUNCIL ACTION PLAN ITEM - CUSTOMER SERVICE STRATEGY (D18/195019) 749


DCS28/18 RESPONSE TO GENERAL BUSINESS ITEM - COUNCIL OWNED LAND BETWEEN 71 AND 73 WINIFRED STREETS, OAK PARK (D18/159926) 756

DCS29/18 PROPOSED SALE OF SURPLUS CROWN LAND - UNRESERVED CROWN ALLOTMENT 2030, BRUNSWICK WEST, REAR OF 6 CURTIN AVENUE (D18/176857) 763

CITY INFRASTRUCTURE

DCI13/18 PROPOSED MERRI CREEK BRIDGE AT KINGFISHER GARDENS (NEAR CERES) (D18/90842) 768

DCI14/18 COUNCIL ACTION PLAN ITEM - COMPOST COMMUNITY TRIAL (D17/283325) 776

DCI15/18 COUNCIL ACTION PLAN ITEM - PUBLIC PLACE RECYCLING TRIAL UPDATE (D18/191022) 779

DCI16/18 CONTRACT 704T - ROAD RECONSTRUCTION OF MARSDEN AVENUE, WADHAM STREET AND WINONA GROVE, PASCOE VALE SOUTH (D18/171527) 782

11. NOTICES OF MOTION

NOM19/18 SUPPORT FOR INYET AND THE JOBS FOR YOUTH CAMPAIGN (D18/197057) 786

NOM20/18 SUPPORT OF A RETURN SEASON OF ‘SERENADING ADELA’ (D18/200408) 787

NOM21/18 PRODUCT STEWARDSHIP ACT 2011 REVIEW (D18/201298) 789

NOM22/18 SPARK! 2018 (D18/201328) 790

NOM23/18 EVERYBODY’S HOME CAMPAIGN (D18/201359) 792

NOM24/18 UNITED NATIONS COMPACT ON SAFE, ORDERLY AND REGULAR MIGRATION (D18/201413) 794

NOM25/18 SUPPORT FOR NORTHERN COMMUNITY LEGAL CENTRE (D18/201466) 796

NOM26/18 AFFORDABLE HOUSING (D18/201483) 798

NOM27/18 SYDNEY ROAD POP-UP PARK AND TEMPORARY ACCESSIBLE TRAM STOP (D18/201662) 800


12. GENERAL BUSINESS

13. NOTICE OF RESCISSION

Nil.

14. URGENT BUSINESS REPORTS

15. CONFIDENTIAL BUSINESS

DCS30/18 PROPOSED DISPOSAL OF VICROADS LAND AT 1-17 LEONARD STREET AND 154-156 MCBRYDE STREET, FAWKNER THROUGH THE FIRST RIGHT OF REFUSAL PROCESS (D18/170902)

Pursuant to sections 77(2)(c) and 89(2)(h) this report has been designated as confidential by the Chief Executive Officer because it relates to any other matter which the Council or special committee considers would prejudice the Council or any person.


PET10/18 REQUEST TO REINSTATE A LAMP ADJACENT TO 16 MILLWARD ROAD, BRUNSWICK TO ILLUMINATE A RIGHT OF WAY LANEWAY (D18/176933)

A petition (D18/188201) has been received containing 61 signatures requesting Council to reinstate a lamp adjacent to 16 Millward Street, Brunswick.

Officer Recommendation That Council: 1. Receives and note the petition. 2. Refers the petition to the Director City Infrastructure for consideration. 3. Emails any proposed action to all Ward Councillors and Councillors Responsible for

Transport and Infrastructure, allowing seven days for Councillor feedback. 4. Advises the petition organiser of this action.

Attachment/s There are no attachments for this report.


ONR4/18 ON NOTICE ITEM - MAY 2018 COUNCIL MEETING (D18/188795)

Executive Summary The following item was taken on notice at the May 2018 Council meeting:

ON13/18 – Corrina – Coburg Public Toilets A copy of the response is attached for information.

Officer Recommendation That Council notes the On Notice item from the May 2018 Council meeting.

Attachment/s 1⇩ ON13/18 - On Notice Response - Coburg Public Toilets D18/188783


DSD13/18 COUNCIL ACTION PLAN ITEM - ADOPTION OF AQUATIC AND LEISURE STRATEGY 2018 - 2038 (D18/163827)

Director Social Development Youth and Leisure

Executive Summary Council’s first Aquatic and Leisure Strategy (Strategy) sets a course for Council’s 6 aquatic facilities over the coming 20 years. Development of the Strategy has considered current and future population demographics, the catchment and role of each pool, the condition and usage of each pool, and considerable community feedback. The Strategy recommends the provision of: One major level facility (Coburg Leisure Centre), which includes a range of aquatic and

dry health and wellness facilities. Three district level facilities (Brunswick Baths, Oak Park Leisure Centre and Fawkner

Leisure Centre) each providing a range of aquatic and dry facilities; Two local level seasonal outdoor pools (Pascoe Value Outdoor Pool and Coburg

Olympic Swimming Pool) which provide aquatic facilities to a local catchment. Following community consultation on the draft Strategy, between 15 December 2017 and 18 February 2018, 67 submissions were received. Primary themes of the submissions were; greater investment in all pools, less investment in Coburg Leisure Centre, redevelop Pascoe Vale Outdoor Pool, heat Coburg Olympic Swimming Pool and provide greater certainty to future of outdoor pools. Some minor alterations to the recommendations of the strategy, were made to take into account the feedback, however the majority of the Strategy remains consistent with the draft. In order for Council to deliver this Strategy, an overall investment of approximately $120 million is required over the next 20 years (or $179 million escalated). The largest investment proposed is the redevelopment of the Coburg Leisure Centre, to ensure it can cater for the growth in Moreland’s south. A significant allocation is also provided for Fawkner Leisure Centre. Providing public pools is expensive and this strategy allocates finite resources to the pools which service the greatest and broadest public catchment, while providing maintenance to the two pools which serve the smallest catchments, to keep them open and running. This strategy and long term financial plan fully funds the operations, maintenance and renewal of all 6 pools over the 20 year horizon of this strategy. Council will need to raise $11.6 million ($14.1 million escalated) within the next 5 years to implement the upgrade of Fawkner Leisure Centre. There is a plan in place to raise these funds. Council will also need to raise a further $40.7 million ($67.6 million escalated) within the next 15 years to fund the Coburg Leisure Centre redevelopment. There is a plan in place to raise these funds, and the 15 year time horizon gives Council time to work towards this important goal. Due to the investment required and changing nature and use of aquatic and leisure facilities, the Strategy will be reviewed in 5 year increments to allow for adjustment.

Officer Recommendation That Council: 1. Notes the key feedback provided in submissions to the Draft Aquatic and Leisure

Strategy, at Attachment 3 to this report. 2. Adopts the Aquatic and Leisure Strategy 2018–2038, at Attachment 1 to this report. 3. Notes the Aquatic and Leisure Strategy 2018–2038 Background Report, at Attachment 2

to this report.


REPORT

1. Policy Context The Aquatic and Leisure Strategy 2018-2038 (Strategy) aligns to the following Council strategies:

2017-2021 Council Plan: Strategic Objective: Connected Community.

Set a clear vision and strategy for aquatics, leisure and sporting facilities to meet ongoing community needs.

C2a) Aquatic and Leisure Strategy: Identify infrastructure/ asset condition/ trends, current needs and future expectations

2017–2021 Moreland Municipal Public Health and Wellbeing Plan: Focus Area: Healthy Communities: Outcome #1: Moreland residents are physically active at all stages of life.

Council will provide a variety of high quality aquatic, leisure and sporting facilities to meet community needs.

Focus Area: Healthy Communities: Moreland residents have access to and participate in lifelong learning opportunities.

Council will provide and promote flexible lifelong learning opportunities in the municipality through libraries, arts facilities, neighbourhood houses, learning centres, early year’s services and at aquatic and leisure facilities.

Focus Area: Liveable Neighbourhoods: Outcome #4: Moreland residents have access to well designed and well located community facilities.

Council community infrastructure planning will consider a growing and changing population and prioritise local access to health, education, social, leisure and cultural facilities.

2. Background Council recognises aquatic and leisure facilities are an important contributor to the health and wellbeing of our community, supporting improvements in physical and mental health, and providing an environment to build social networks and connections. Moreland has 6 aquatic and leisure facilities:

Brunswick Baths, a year round, indoor/outdoor facility with aquatics and leisure, opened in 1914 and reopened in 2013/2014 following a major redevelopment;

Coburg Leisure Centre, a year round, indoor facility with aquatics and leisure, which opened in 1993;

Coburg Olympic Swimming Pool, a seasonal outdoor pool opened in 1965 and operates annually from 1 December to 31 March;

Fawkner Leisure Centre, a year round, indoor/outdoor facility with aquatics and leisure, which opened in 1989. The outdoor seasonal pool predates this (opened in 1964), and opens annually from 1 December to 31 March;

Oak Park: Oak Park Leisure Centre, originally opened in 1967 and currently closed for re-development. The facility is expected to re-open in late 2018 as a year round facility with leisure (gym) programs and outdoor aquatics that will open annually from 1 October to 30 April; and

Pascoe Vale Outdoor Pool, a seasonal outdoor pool, opened in 1945 and operates annually from 1 December to mid-March.


In 2015 Council commenced planning for an Aquatic and Leisure Strategy (Strategy). The Draft Strategy is the first formal aquatic strategy for Moreland, and aims to provide direction and guide future requirements and investment in the aquatic and leisure facilities over the coming 20 years.

3. Issues The Moreland community has an excellent level of access to public aquatic facilities, with 6 facilities located across the municipality. However, as the majority of Moreland’s aquatic facilities are ageing, in their current state, 3 of the 6 facilities do not provide contemporary infrastructure (for example, leisure water, health and wellness facilities, programming spaces, learn-to-swim, warm water, high standard of amenities/caf�/retail areas) to meet changing customer expectations. This gap in service provision will become more noticeable as the Moreland population increases. It is projected that this will lead to declining visitation, predominantly at the older facilities, where they will also be faced with increasing costs to maintain. To provide direction in regards to these challenges, the Strategy has been prepared to guide short, medium and long term future service provision and investment. Aquatic and Leisure 20 year Strategy The Strategy identifies the following vision:

We will support the Moreland community to be healthier and more active, through providing a high quality, complementary mix of aquatic and leisure facilities that are well maintained and financially sustainable.

Supported through the following principles:

High quality, accessible and inclusive: develop a network of complementary facilities that service contemporary aquatic and leisure facility markets, encouraging Moreland residents to be healthier and more active;

Affordable and viable: resourcing Council’s aquatic and leisure assets to ensure they operate to an agreed standard, balancing pricing strategies and community access with the investment required to operate and upgrade facilities, ensuring the balance is sustainable within Council’s financial capacity;

Well planned, maintained and managed: provide a strategic basis for aquatic and leisure investment in Moreland, and ensure that aquatic and leisure facilities are effectively managed, using environmentally sustainable principles to maximise benefits for the local community;

In addition to these principles, as a 20 year strategy, to ensure ongoing alignment to Council’s direction and capacity as the environment continues to change, this Strategy has a strong focus on monitoring and review, as outlined below:

Monitoring and review: 5 year implementation plans, with annual actions will be developed (update reports to be provided annually to Council). The 5 yearly review process will monitor the usage and condition of facilities, and financial sustainability of their operations; including identifying potential facility failures and acceptable investment thresholds.


From a facility perspective, the Strategy recommends that into the future Moreland provides:

1 major level facility (Coburg Leisure Centre), which will include a greater range of aquatic and dry health and wellness facilities that can cater for a broader population catchment as Brunswick Baths reaches capacity.

3 district level facilities (Brunswick Baths, Oak Park Leisure Centre and Fawkner Leisure Centre) that provide a range of aquatic and dry facility components; and

2 local level, seasonal outdoor pools (Pascoe Vale Outdoor Pool and Coburg Olympic Swimming Pool).

The facility provision as outlined in the Strategy can cater for current municipal and future population levels, as outlined below:

Projected Moreland population in 2036 is 228,807 persons; and Current facility provision can cater for a population of between 120,000 to

240,000 and following the redevelopment of Fawkner Leisure and Coburg Leisure, facilities will be able to cater for population of 210,000 to 320,000.

From a catchment perspective:

All residents of Moreland have access to an aquatic facility within 5 kilometres of their home:

98% of residents have access to 1 facility within 3 kilometres of their home. 35% of residents have access to 2 aquatic and leisure facilities within

3 kilometres of their home. 6% of residents have access to 3 or more aquatic and leisure facilities within

3 kilometres of their home. This provision level exceeds industry standards (access to 1 facility with 5 kilometres) and highlights the social and community importance that Council places on aquatic and leisure services. This provision level demonstrates Council’s commitment to improving the health and wellbeing of residents by influencing the conditions needed for good health in the City, combined with a number of other resources and infrastructure within the city including sporting reserves, outdoor gyms, skate parks and walking trails. The Strategy, including a full list of recommendations can be found in Attachment 1. Human Rights Consideration The implications of this report have been assessed in accordance with the requirements of the Charter of Human Rights and Responsibilities.

4. Consultation The Strategy was developed through intensive reviews of relevant literature, policies, strategies and plans, and was underpinned by targeted consultation with the Moreland community, as shown in Attachment 2. The public consultation process for the draft Strategy involved:

Placing a notice advertising the public submission process for the draft Strategy in the Moreland Leader newspaper and on Council’s website.

Inviting written submissions in response to the draft Strategy, between 15 December 2017 and 18 February 2018.

A hearing of submissions by Councillors on Tuesday 20 March 2018. 67 written submissions were received. Seven submitters nominated to speak at the hearing, of those, three attended and spoke to their submission.


Primary themes of the submissions were; greater investment in all pools, less investment in Coburg Leisure Centre, redevelop Pascoe Vale Outdoor Pool, heat Coburg Olympic Swimming Pool and provide greater certainty to future of outdoor pools. Some minor alterations to the recommendations of the strategy were made based on the feedback, however the majority of the strategy remains consistent with the draft. Summary of key changes made from the draft Strategy include:

Further explanation of the financial impact of overall strategy costs:

Refinement of total costs to operate the aquatic and leisure facilities incorporating the improved performance following the redevelopment of Coburg leisure Centre and Fawkner Leisure Centre; and

Updated capital redevelopment costs including further information on indexation and escalation costs.

Expanded descriptions and greater details regarding ‘recommended actions for each facility’ and review of timeline of deliverables to align with Council’s financial ability to implement works;

Inclusion of additional ‘key performance indicators’ aligning with the Local Government Performance Reporting Framework measures.

5. Officer Declaration of Conflict of Interest Council officers involved in the preparation of this report have no conflict of interest in this matter.

6. Financial and Resources Implications Based on the financial analysis, the implementation of the Strategy as currently recommended, will require an investment of approximately $179 million over the next 20 years. This level of investment will require a broad range of funding sources to be considered and accessed, including grants. This strategy and long term financial plan fully funds the operations, maintenance and renewal of all 6 pools over the 20 year horizon of this strategy. Within the next 5 years Council will need to raise $11.6 million ($14.1 million escalated) to implement the upgrade of Fawkner Leisure Centre. There is a plan in place to raise these funds. Within the next 15 years Council will also need to raise a further $40.7 million ($67.6 million escalated) to fund the Coburg Leisure Centre redevelopment. There is a plan in place to raise these funds, and the 15 year time horizon gives Council time to work towards this important goal. This strategy constitutes the highest level of investment proposed for any single service in Council’s history. Council’s financial planning for service delivery and capital works does not currently encompass the full term of the Strategy. In recognition of this, the Strategy proposes the 5 year review periods are used to:

Allocate/confirm the funds required to deliver the tranche of projects scheduled for that period; and

During each 5 year term, the funding strategy is identified to enable implementation of proposed recommendations for the following 5 year period.

This methodology would enable funding scenarios and opportunities to be identified early, and alternative implementation schedules developed, as required.


Strategy implementation costs (2018 dollars):

Facility Operating Costs Maintenance Renewal Capital

Works Total

Brunswick Baths -$9,654,127 $289,289 $9,135,000 $1,785,000 $1,555,162

Coburg Leisure Centre

$5,818,178 $289,289

$12,489,000 $8.5 million of this total contributes to the redevelopment costs

$40,774,000 *further funding required

$59,370,468

Coburg Olympic Swimming Pool

$3,409,905 $289,289 $1,070,100 $12,400 $4,781,695

Fawkner Leisure Centre

$20,609,804 $289,289



$41,491,093

Oak Park Leisure Centre

$2,712,542 $289,289 $4,156,500 $624,000 $7,782,331

Pascoe Vale Outdoor Pool $4,200,937 $289,289 $1,184,500 $30,500 $5,705,226

Total $27,097,239 $1,735,735 $37,025,100 $54,827,900 $120,685,975

Strategy implementation costs (escalated costs across 20 years):

Facility Operating Costs Maintenance Renewal Capital

Works Total

Brunswick Baths -$15,684,723 $456,796 $14,253,377 $2,341,480 $1,366,931

Coburg Leisure Centre

$5,487,720 $456,796



$92,943,266

Coburg Olympic Swimming Pool

$5,335,679 $456,796 $1,580,760 $22,079 $7,395,314

Fawkner Leisure Centre

$31,888,778 $456,796



$57,876,824

Oak Park Leisure Centre

$2,548,384 $456,796 $6,662,177 $823,838 $10,491,196

Pascoe Vale Outdoor Pool $6,658,252 $456,796 $1,742,732 $34,921 $8,892,701

Total $36,234,091 $2,740,778 $55,012,495 $84,978,867 $178,966,232


It is recognised that recommending to retain all 6 existing aquatic facilities, at a projected capital and operating cost of approximately $179 million over 20 years, will mean there is no capacity for Council to provide additional aquatic facilities or services within the municipality (that is, regional level facilities or standalone water play parks, etc). Furthermore a review on funding options will also have to be undertaken for major redevelopments over the term of the Strategy.

7. Implementation Council’s proposed 2018/2019 budget and proposed 5 year Strategic Resource Plan will be presented to Council for adoption on 25 June 2018. The Capital Works budget for Aquatic and Leisure, including the Aquatic Reserve, can fund the delivery of the first 5 years of implementation.

Attachment/s 1⇩ Aquatic and Leisure Strategy 2018 - 2038 D18/192381 2⇩ Background Paper - Aquatic and Leisure Strategy 2018 - 2038 D18/192379 3⇩ Submissions Summary - Aquatic and Leisure Strategy D18/192380


DSD14/18 ADOPTION - FINAL CHARLES MUTTON RESERVE PRECINCT FEASIBILITY PLAN (D18/165852)


Executive Summary Charles Mutton Reserve is a 15 hectare active open space in Fawkner. It offers 2 football/cricket ovals, 6 tennis courts, 3 lawn bowl greens (1 disused green that is being repurposed into a market garden), a playground, and 8 new netball courts. The reserve is centrally located, it neighbours Fawkner Primary School and is within close proximity to public transport, Merri Creek and multiple shopping strips. In 2017 Council commenced the development of a precinct plan for the site to: Determine the future functions of the reserve; Assess future opportunities for the reserve, and its facilities from a community,

landscape, functional, access, structural, environmental and safety perspective; Investigate opportunities to build social cohesion through design, integration and site

redevelopment; Identify the needs of the general Fawkner community, as well as existing and potential

users groups, and identify opportunities as to how these needs could be addressed; Investigate opportunities to enhance the passive spaces at the reserve; and Develop a prioritised list of infrastructure works and estimate the costs of these works. The draft Charles Mutton Reserve Precinct Plan (Precinct Plan) was developed following consultation in October and November 2017. This draft Precinct Plan was endorsed in March 2018 for community feedback until 15 April 2018. 13 submissions were received. Submissions were predominantly supportive of the plan, with a few requests for additional features. All submissions received, along with resulting recommendations for the final Precinct Plan, are shown in Attachment 3. The Precinct Plan (Attachment 1) recommendations include: Support active sport provision through targeted pavilion, ground and facility upgrades; Create shared social spaces to reduce duplication in building infrastructure on the

Reserve (where possible); Investigate the formation of a sports club, involving all sports and community

organisations based at Charles Mutton Reserve, to improve communication and shared focus to planning and site activation; and

Improve accessibility and connections across site (pathways). The final Precinct Plan shows a total cost of $4.5 million (including project contingency), of which, approximately $3.4 million is unbudgeted over the medium to long term horizon of the Implementation Plan (Attachment 2) and these are outside the time horizon of the 5 year Capital Works program. These items will be referred to future Council budgets for consideration, and funding applications will be submitted, where possible, to support project implementation over the lifecycle of the Precinct Plan.

Officer Recommendation That Council: 1. Notes the feedback provided in submissions to the Draft Charles Mutton Reserve

Precinct Feasibility Plan, at Attachment 3 to this report. 2. Adopts the Charles Mutton Reserve Precinct Feasibility Plan, at Attachment 1 to this

report. 3. Endorses the implementation plan and projected project costs to deliver the Charles

Mutton Reserve Precinct Feasibility Plan, at Attachment 2 to this report.


REPORT

1. Policy Context This report aligns to the 2017–2021 Council Plan:

Connected Community:

Key Priority: Set a clear vision and strategy for aquatics, leisure and sporting facilities to meet ongoing community needs; and

Deliverable: C2e) Recreation Planning – Develop a strategic approach to sporting infrastructure and precinct requirements across the municipality to better plan for and align infrastructure to ongoing community needs.

The Precinct Plan for Charles Mutton Reserve will help Council to:

Maintain and enhance appropriate infrastructure and open space; Ensure that the community has access to a range of sporting and recreational

opportunities to maximise their potential; Facilitate community connection and engagement; Appropriately respond to the population health needs of people at all stages; and Facilitate people’s access to an appropriate range of services that meet their

needs. This Precinct Plan was prepared in consideration and reference to the following documents:

Moreland Open Space Strategy (2012-2022) Moreland Street Landscape Strategy (2012-2022) Moreland Integrated Transport Strategy (2010) Moreland Bicycle Strategy (2011-2022) Moreland Playground Strategy (2016-2020) Charles Mutton Reserve Transport Review GTA consultants (2017) Moreland Arts and Culture Strategy (2011-2016).

2. Background Charles Mutton Reserve (the Reserve) is a 15 hectare active open space and community reserve in Fawkner. The site has 2 football/cricket ovals, 6 tennis courts, 3 lawn bowl greens (1 disused green that is being repurposed into a market garden), a playground, and a disused athletics track, part of which has been converted into 8 netball courts. The Reserve is centrally located, it neighbours Fawkner Primary School and is within close proximity to public transport, Merri Creek, multiple shopping strips and close to Coburg North. In 2017 Council commenced the development of a precinct plan for the site to:

Determine the future functions of the reserve; Assess future opportunities for the reserve, and its facilities from a community,

landscape, functional, access, structural, environmental and safety perspective; Investigate opportunities to build social cohesion through design, integration and

site redevelopment; Identify the needs of the general Fawkner community, as well as existing and

potential users groups, and identify opportunities as to how these needs could be addressed;

Investigate opportunities to enhance the passive spaces at the reserve; and Develop a prioritised list of infrastructure works and estimate the costs of these

works.


3. Issues The Charles Mutton Reserve Precinct Plan Project commenced in July 2017, with Pollen Architects appointed in August 2017 to manage the project on behalf of Council. Community engagement occurred in September/October 2017, with an opportunities and constraints plan developed in November 2017. The draft Charles Mutton Reserve Precinct Plan (Precinct Plan) was endorsed in March 2018 for community feedback until 15 April 2018. 13 submissions were received on the draft Precinct Plan. Submissions were predominantly supportive of the plan, with a few requests for additional features. All submissions received, along with resulting recommendations for the final Precinct Plan, are shown in Attachment 3.

Key information relating to the Precinct Plan is identified below: Opportunities and constraints for Charles Mutton Reserve An Opportunities and Constraints Plan was developed in November 2017 in response to feedback from the community and Council officers as well as what was seen as financially viable for the reserve. Key constraints/opportunities identified were:

Pathways do not traverse the entire reserve; There are conflicts between playground and dogs (including being the only

location for a water bubbler currently); Conflict between car-park and footpath on Tyrell Crescent; Difficult to safely get from the playground to the public toilet without walking on

car park; Cannot easily keep an eye on children at playground and on oval (playing sports)

based on location; Fence near tennis club is regularly vandalized; Level change/retaining wall between old athletics track and oval is a barrier to the

site; Site does not feel welcoming – poor signage and high fences give a ‘closed’ feel; Entrance from Creedon Street is not inviting/well signed; Former steeplechase at the old athletics track is dangerous; Lack of public toilet facilities; Limited lighting aside from facilities; Sports ground lighting does not meet required lux levels; Site landscaping and tree planting does not seem well planned, or consider

succession planting requirements; Storm water harvesting system does not currently extend to bowls and tennis

facilities; Limited and poorly positioned BBQ facilities; Seating and shade locations do not encourage people to stop and relax at

various points across the site; Buildings and sporting facilities do not all meet current sporting association

requirements (number of change rooms/umpire and first aid rooms/lighting levels/surface quality etc); and

Social facilities are duplicated across multiple buildings.


Recommendations of the Precinct Plan Support active sport provision through pavilion, ground and facility upgrades; Improve accessibility and connections across site (pathways); Increase park infrastructure, including improved picnic and seating areas, rubbish

bins and drinking fountains; Undertake tree planting program to support succession planting; Foster more community involvement with the site through support of local

organisations such as the Fawkner Food Bowls project; Improve car park design/layout to better accommodate site traffic, including

commission of parking feasibility studies; Improve site integration through installing visually permeable fences and new site

signage; Create shared social spaces to reduce duplication in building infrastructure on the

Reserve (where possible); Future upgrade of oval surfacing; Investigate opportunities for LED lighting upgrades across the site, specifically at

sports ovals and tennis club; Investigate the formation of a sports club, involving all sports and community

organisations based at Charles Mutton Reserve, to improve communication and shared focus to planning and site activation;

Extend water harvesting across the site to extend water sustainability benefits to all clubs/users; and

Improve connections to cycle and walking paths to improve sustainable transport modes.

The final Precinct Plan is included at Attachment 1, and the Implementation Plan is at Attachment 2. Human Rights Consideration The implications of this report have been assessed in accordance with the requirements of the Charter of Human Rights and Responsibilities and have been found compatible.

4. Consultation The draft Precinct Plan was shaped through extensive community, Council department, and stakeholder consultation, including: In park ‘drop in’ sessions at Charles Mutton Reserve; Online survey (85 completed); One-on-one stakeholder meetings; Public meeting; discussing the issues and opportunities identified (approximately

25 attendees); and Letter box drop. Following the endorsement of the draft Precinct Plan, the following engagement occurred to encourage feedback and submissions:

Advertisements in the Moreland Leader and Northern Leader newspaper; Letterbox drop to residents within 400 metres of Charles Mutton Reserve; and Promotion of the feedback opportunity via Council’s website and on social media. The summary document of all feedback is shown in Attachment 3. Key themes were:

Ensuring infrastructure is fit for purpose; Ensuring the site is accessible (walking paths/interaction with car park etc); Concerns regarding traffic congestion and car parking; Wanting to see Precinct Plan implemented quickly; and Reserve amenities and aesthetics – wanting to see improvements.



6. Financial and Resources Implications A high level cost estimate indicates the Precinct Plan will cost $4.5 million (including contingency costs) to implement. Currently, in the 5 year capital works program Council has $1.15 million allocated to the following works:

Netball pavilion and car park ($560,970) Pending 2018/2019 Council budget adoption

Cricket pavilion upgrade (revised to $683,400) Existing CAPEX Public Toilets x 2; cricket and netball ($180,000)

Existing CAPEX

Tennis pavilion (minor refurbishment) ($96,600s)

Existing CAPEX

Total: $1,520,970

The proposed works program identifies the following works occurring in the medium term (5 to 10 years):

Upgrade parking/pedestrian interface on Tyrell Crescent; Tennis court resurfacing; Improvements to bowls/market garden area. Site fencing and signage improvements; Pathway/old athletics track upgrades, improved accessibility and pathway

lighting; Upgraded picnic, seating and shelter facilities; and Tree planting and Water Sensitive Urban Design. Total: $1,647,450 (currently unbudgeted as it is beyond the horizon of our 5 year program) The following capital works would occur in the long term (10 years plus delivery):

Sports field surface and lighting upgrade; Playground upgrade; In park exercise equipment; Seating and access improvements from netball courts to Australian Rules oval; Irrigation, new garden beds, landscape improvements, etc; Total: $1,339,500 (currently unbudgeted as it is beyond the horizon of our 5 year program) This shows a currently identified gap of approximately $3.4 million for delivery of the entire Precinct Plan, however, the project costs and components may vary through full design, and project scoping, at the time of implementation. In order to deliver the entire scope of the Precinct Plan into the long term, further funding will be required in future capital works budgets, and grants and co-investment opportunities will need to be sourced to support implementation of the unfunded components of the plan.


7. Implementation Upon adoption of the Precinct Plan, Council officers will commence planning to design and deliver projects identified in the short term/5 year Capital Works Program. Council officers will also begin to identify potential future funding opportunities and sources for the unfunded components of this Precinct Plan.

Attachment/s 1⇩ Charles Mutton Reserve Precinct Plan D18/188484 2⇩ Implementation Plan - Charles Mutton Reserve Precinct Plan D18/188481 3⇩ Submissions Summary - Charles Mutton Reserve Precinct Plan D18/192565


DSD15/18 COUNCIL ACTION PLAN ITEM - WHEATSHEAF COMMUNITY HUB UPDATE (D18/158597)

Director Social Development Social Policy and Early Years

Executive Summary This report provides an update on planning for an integrated community hub at 50 Wheatsheaf Road, Glenroy (Wheatsheaf Community Hub) as required by the Council Action Plan (CAP). Following Council’s adoption of a concept plan for the site in October 2017, Council officers have worked to secure external funding and community support for the project. Grant applications to the State Government for capital contributions to the library and early years’ components of the Wheatsheaf Community Hub are being prepared with an outcome expected before the State election in November 2018. An advocacy campaign, Give Glenroy a Go launched on April 29 2018, has generated significant local support. This is evident in 800 signed postcards calling on the Victorian Government to invest in the project and 320 petitions signed online via the campaign website. Negotiations with prospective partners have been progressed regarding their spatial and service requirements. Updated valuations on two Council owned properties have also been obtained to inform potential funding scenarios. One of these sites, the Glenroy library at 737 Pascoe Vale Road, Glenroy is currently zoned for public purposes. In order to facilitate its sale, rezoning to an alternative zone for private uses is required. This report recommends Council requests the Minister for Planning to approve an amendment to the Moreland Planning Scheme which seeks to rezone land at 737 Pascoe Vale Road, Glenroy to facilitate a potential future sale.

Officer Recommendation That Council: 1. Authorises officers to proceed to the planning phase of the Wheatsheaf Community

Hub development and approve $250,000 from the Significant Projects Reserve for that purpose.

2. Requests the Minister for Planning to approve an amendment to the Moreland Planning Scheme (using the provisions of Section 20 of the Planning and Environment Act 1987 to seek exemption from giving notice) to rezone 737 Pascoe Vale Road, Glenroy from a Public Use Zone 6 – Local Government to Commercial 1 Zone as shown on the map in Attachment 2 to facilitate its sale.

3. Delegates to the Director Planning and Economic Development authority to: a) Negotiate with Department of Environment, Land, Water and Planning to

determine the most appropriate administrative process to submit the amendment for approval under Section 20 of the Planning and Environment Act 1987.

b) Make changes to the Amendment based on any changes requested by the Minister for Planning and any changes to the relevant documents to correct any minor errors.

4. Notes a report will be presented to Council in December 2018 providing an update on the status of external funding applications and requests for the Wheatsheaf Community Hub.


REPORT

1. Policy Context The 2017–2021 Council Plan commits Council to maintain and match our infrastructure to community needs and population growth. The Wheatsheaf Hub is a key deliverable (R3a) under item 64 in the (draft) Council Action Plan 2018/2019. The priority is to create an integrated community hub in Glenroy with a focus on education, lifelong learning and health combined with a district level open space. Glenroy Structure Plan The Glenroy Structure Plan (Structure Plan) was adopted by Council on 13 August 2008. The Structure Plan foreshadowed that the library was outgrowing its space and was in need of an upgrade. The Structure Plan identified the Glenroy Library site as a key development opportunity. A key objective of the Structure Plan is to evaluate longer term options for intensification of community uses at the Glenroy Library site or relocation of the Glenroy Library to a more central location to create a concentrated area for neighbourhood activity.

2. Background At the October 2017 Council meeting, Council endorsed a concept plan for the Wheatsheaf Community Hub (the Hub), an integrated community facility planned for the site of the former Glenroy Primary School at 50-60 Wheatsheaf Road. The concept plan was informed by extensive research and consultation that confirmed a pressing need for new community education, health and wellbeing facilities to support current and future needs of the Glenroy community. Council endorsed an integrated model for the Hub to deliver a one-stop shop for community and family services to:

Reduce fragmentation of existing local social infrastructure; and Leverage quality and service benefits by co-locating compatible services on the

site. With an estimated construction cost of $24.5 million, the Hub would provide:

A new (and much larger) Glenroy library; Maternal and child health centre; Kindergarten and long day care; Multipurpose public meeting/activity rooms; Outreach services for Merri Health and the Glenroy Neighbourhood Learning

Centre; and Community garden and enhanced park for passive recreation and events. In 2018 further planning work has been undertaken in line with the endorsed concept plan to:

Secure capital funding commitments to the project from the Victorian and Commonwealth Governments;

Confirm participation of partner agencies to deliver services at the Hub; specifically Merri Health, Glenroy Neighbourhood Learning Centre and the Glenroy Memorial Kindergarten;

Conduct preliminary site investigations in preparation for planning permit application; and

Assess wider social infrastructure needs in Glenroy and Hadfield, to inform planning for existing Council facilities at 5 Cromwell Street in the light of the impact of the Wheatsheaf Hub.


3. Issues Environmental implications The Hub site is subject to a site-specific Heritage Overlay in the Moreland Planning Scheme - HO382. In addition to values associated (most notably) with the original circa 1927 red brick school building, HO382 notes that tree controls apply to the site. Heritage consultant, Peter Andrew Barrett was commissioned to inspect the site in March 2018 and review the Hub concept plan in the light of HO382. Following a site inspection and consideration of an Arborist’s Report (Tree Logic) the consultant advised that the proposed works are consistent with the intent of the HO382 overlay. Social implications Community engagement towards a funding strategy, and development of partnerships with prospective hub tenants have been a central focus of project planning in 2018. Advocacy Strategy

To secure government investment in the project, Council officers have implemented an advocacy strategy. A core objective is to build community support for the Hub and use evidence of that support to demonstrate to government the high priority that Moreland residents attach to Council’s bid for co-funding. Direct advocacy to local Members of Parliament is a feature of the advocacy strategy with the Mayor playing a key role. Give Glenroy a Go

The ‘Give Glenroy a Go’ campaign was launched by the Mayor at the Glenroy Festival on 29 April 2018. At the event, Federal Member for Wills, Peter Khalil MP reiterated his public commitment for a $6 million Commonwealth Government grant if the ALP is elected to government next year. A campaign stall at the Glenroy Festival featuring a range of branded information materials attracted considerable interest on the day. Strong support for the project was evident from visitors to the stall. A postcard calling on the State Government to invest in the project was signed by 236 festival goers and mailed in a campaign ‘mailbox’ at the stall. The postcard campaign is a central feature of Give Glenroy a Go and will continue to be promoted throughout the year. Postcard ‘mailboxes’ are located at key Council sites across Moreland with accompanying information material highlighting the benefits of the Hub. Close to 800 signed postcards were in-hand by the end of May. The Moreland and Hume Leader newspapers have carried lead stories on the Give Glenroy a Go campaign and provided pointers to Council’s campaign webpage. It features social media clips of local residents as spokespeople along with the Mayor. Their comments highlight the capacity pressure on existing facilities in Glenroy and the fragmentation of services. The webpage will carry stories and images using the same group of residents throughout the campaign. It invites people to sign on to a petition to the Premier seeking State Government investment. 320 had signed online by the end of May. Community Partnerships

A central feature (and major benefit) of the Hub will be the location under one roof of several Council facilities together with education, health and wellbeing services provided by local community organisations. Discussions with staff and Executive Committee members of partner organisations have addressed their spatial and service requirements on site. Recent developments are outlined below.


Glenroy Memorial Kindergarten

Discussions with the Kindergarten Committee and staff have explored discuss their spatial and service requirements. Concerns that the Hub provided more limited outdoor space than the current facility at 10 Murrell Street were addressed by advice that spatial standards prescribed by Child Care Centre regulations. A guided tour of the Braybrook Community Centre (a similar model to the Wheatsheaf Hub) was conducted for staff and Committee members in May to explore the features and community benefits of the integrated multi-service model. Glenroy Neighbourhood Learning Centre (GNLC)

Discussions with the newly elected GNLC Committee of Management confirmed the proposal to expand neighbourhood house functions to an outreach service at the Wheatsheaf Hub. This was confirmed as being additional to training programs and occasional child care provided at GNLC’s existing facility at Cromwell Street. It was noted that the multi-purpose rooms and the community garden at the Hub held potential for the GNLC to substantially enhance and expand its own programs and activate the Hub site. Merri Health

Discussions are continuing to confirm the spatial, service and financial dimensions of Merri Health prospective partnership in the Hub. The endorsed concept plan provides for a Merri Health consulting suite of 165 square metres. In July, Council’s Chief Executive Officer and Director Social Development will address the Merri Health Board to progress negotiations on terms of the proposed partnership. Community facilities at 5 Cromwell Street, Glenroy

The relocation of the Glenroy Maternal and Child Health (MCH) Centre from 5 Cromwell Street, Glenroy to the Hub will create a vacancy of 127 square metres in the facility adjacent to Merri Health’s current leased consulting suite. Potential to extend the floor space of Merri Health’s principal base at Cromwell Street is the subject of partnership negotiations noted above. Strategic Assessment of Needs for Community Services and Facilities - Glenroy and Hadfield

Planning for the future of at 5 Cromwell Street facilities (and the Hub) and has been informed by a report by Sociologic as part of Council’s wider social infrastructure planning program - Strategic Assessment of Needs for Community Services and Facilities in Glenroy and Hadfield (the Report). The consultant assessed the functionality of existing community facilities in the area and conducted a gap analysis against projected demographic change to 2036. The Report has delivered a detailed interactive evidence base that will guide asset management and service planning in the medium term (next 5 years), and inform social infrastructure investment priorities long term. Data gathered has supported capital grant applications for the Hub as indicated below.


Economic implications Rezoning Glenroy Library site

737 Pascoe Vale Road, Glenroy is currently zoned for public purposes (Public Use Zone 6 – Local Government). In order to facilitate its sale, the land is required to be rezoned to an alternative zone that can be sold to private entities. A map of the proposed rezoning is included at Attachment 2. The Glenroy Activity Centre has been identified as a major activity centre, the most appropriate zone for this location is an extension of the existing Commercial 1 Zone from the north. The Commercial 1 Zone allows both commercial and residential uses and will fulfil the objective in the Glenroy Structure Plan that seeks to: encourage mixed use development with retail, office and commercial uses at ground floor and residential uses at upper levels. It is recommended that Council resolves to request the Minister for Planning to approve an amendment to the Moreland Planning Scheme (using the provisions of Section 20 of the Planning and Environment Act 1987 to seek exemption from giving notice) to rezone 737 Pascoe Vale Road, Glenroy to facilitate its sale. An amendment approved under this section is exempt from public exhibition and notice. Further exhibition and notice is not considered to be required because of the previous extensive community consultation and statutory public notice that has occurred on the Glenroy Structure Plan and Hub. It is appropriate that an exemption from notice is sought because the upgrade and relocation of the library was foreshadowed in the Glenroy Structure Plan from 2008. Initial discussions have been held with officers from the Department of Environment, Land, Water and Planning (DELWP) who have advised an exemption would be appropriate on the basis that the ultimate sale of the land will assist in providing a Hub. Human Rights Consideration The implications of this report have been assessed in accordance with the requirements of the Charter of Human Rights and Responsibilities.

4. Consultation Councillors have been consulted at the Councillor Briefing on June 4. Detailed discussions have occurred with Merri Health, Glenroy Neighbourhood Learning Centre and Glenroy Memorial Kindergarten in recent months. This report is informed by consultation with officers in Communications, Finance, Capital Works Planning and Delivery, Planning and Economic Development.



6. Financial and Resources Implications Victorian Government Grants An application for $750,000 will be made to the Living Libraries Infrastructure Program administered by Department of Environment, Land, Water and Planning. An application for $1.6 million will be made under the Integrated Children’s Centre grants administered by Department of Education and Training. Decisions are expected in August-September 2018. Revenue from Asset Sales The Hub development will render 737 Pascoe Vale Road, the site of the current Glenroy library, as surplus to requirements. The site was recently valued at $2.7 million if rezoned from public use to commercial 1 zone. The Glenroy Memorial Kindergarten site at 10 Murrell Street was also revalued at $1,825,000. The relocation of the Glenroy Maternal and Child Health Centre from 5 Cromwell Street Glenroy to the Hub provides an opportunity for Council to lease the 127 square metre space to a community service organisation compatible with neighbouring services. Merri Health and Glenroy Neighbourhood Learning Centre will be consulted on this in the first instance, regarding their interest. Alternatively, a commercial lease (with a suitable service provider) may generate revenue for Council and deliver services compatible to those of not-for-profit agencies on site. Commercial properties in Glenroy currently advertised for lease are advertised in the vicinity of $200 to $350 per square metre per annum. Funding Strategy The funding strategy table is at Confidential Attachment 1. Subject to adoption of the 2018-2019 budget, there is $5.6 million in the significant projects reserve. This will support the completion of town planning documentation and commencement of detailed design phase in 2018/2019 at an estimated cost of $930,000, and completion of the design phase in 2019/2020 at $1,320,000. Budget to resource the administration of the Planning Scheme Amendment to rezone the Glenroy Library will be allocated from the Strategic Planning Unit base budget.

7. Implementation Procurement for a consultant team to commence preparation of planning permit documentation will begin in July with Council approval to appoint the consultant team proposed to be sought via a report in October. A further report to Council in December 2018 will provide an update on the status of external funding bids following the State election. Council would need to make a decision on whether or not to proceed with the project at this point. Dependant on this decision, approval will be sought to appoint a design team in May/June 2019 with the objective that the project be shovel-ready by April-May 2020. Council approval to award the construction tender is anticipated to be sought via a report in June 2020.

Attachment/s 1 Wheatsheaf Hub Financial Strategy Table

Pursuant to sections 77(2)(c) and 89(2)(e) this attachment has been designated as confidential by the Chief Executive Officer because it relates to proposed developments.

D18/203395

2⇩ Proposed Rezoned Area - Wheatsheaf Hub Community Update D18/205013


DSD16/18 CONTRACT 697T - CAMPBELL RESERVE SOCCER FIELD RECONSTRUCTION - ELECTION COMMITMENT (D18/184952)


Executive Summary Prior to the November 2014 State Government election, the Hon. Jane Garrett, Member for Brunswick, made an election commitment of $500,000 towards Campbell Reserve to fund the refurbishment of the sports pavilion. This amount was matched by Council, with a further contribution by the Moreland City Soccer Club (the Club), providing a total investment of approx. $1.3 million. In late 2017 the State Government committed an additional $500,000 toward the project, bringing the total funding commitment budget for the project to $1.8 million. With an increased project budget, and multiple pressures on the reserve (issues with the standard of both the pavilion and the sports field surfaces), in November 2017 the Club requested a change in the project scope, whereby a smaller portion of funds was spent on the pavilion, and the balance redirected to refurbishing the two sports fields. The State Government was supportive of this, and at Council’s November 2017 meeting (DCI62/17), Council endorsed a variation of scope which included the reconstruction of the soccer fields at Campbell Reserve. This was submitted to the Minister for Sport in January 2018 and approved in March 2018. The purpose of this report is for Council to appoint a qualified contractor for the reconstruction of the two sportsfields at Campbell Reserve (Contract 697T) in accordance with the Football Federation Victoria (FFV) National Premier League (NPL) Facility Standards. If the contract is awarded, the refurbishment works would commence in August 2018 and be expected to be completed in November 2018. The ground would be suitable to recommence training and matches in January 2019.

Officer Recommendation That Council: 1. Awards Contract 697T - Campbell Reserve Soccer Field Reconstruction to Hume Turf

Pty Ltd, for a fixed lump sum of $727,196.00 (excluding GST). 2. Authorises the Director Social Development to do all things necessary to execute the

contracts and any other required documentation, including authorise cost overruns and variations, provided that the overall Campbell Reserve Soccer Field Reconstruction project budget allocation of $833,550.00 is not exceeded.


REPORT

1. Policy Context The improvements to Campbell Reserve support the following outcomes of Moreland’s Council Plan 2017-2021:

Set a clear vision and strategy for aquatics, leisure and sporting facilities to meet ongoing community needs; and

Maintain and match our infrastructure to community needs and population growth.

This project also meets a number of objectives within the following strategies: Moreland Sport and Physical Activity Strategy 2014-2018:

6.2.1 To encourage participation in sport and physical activity; (11) Continue to seek opportunities to improve the physical environment of Moreland in a way which encourages greater participation in physical activity; and

6.2.3 Ensure Moreland’s approach to improving sport and physical activity is underpinned and well informed by robust policies, strategies and plans;

Moreland Municipal Health and Wellbeing Plan 2017-2021:

Moreland residents are physically active at all stages of life; and Moreland residents have access to well designed and well located community

facilities.

2. Background The infrastructure provided at Campbell Reserve is ageing, and the state of the two sports fields and pavilion do not meet the contemporary needs of the club and Football Federation Victoria (FFV). Prior to the November 2014 State Election, the Hon. Jane Garrett, Member for Brunswick, made an election commitment of $500,000 towards Campbell Reserve, for a pavilion refurbishment. This amount was matched by Council, with a further contribution by the Moreland City Soccer Club (the Club), providing a total investment of approximately $1.3 million. In late 2017 the State Government committed an additional $500,000 toward the project, bringing the total funding commitment budget for the project to $1.8 million. With an increased project budget, and multiple pressures on the reserve (issues with the standard of both the pavilion and the sports field surfaces), in November 2017 the club requested a change in the project scope, whereby a smaller portion of funds was spent on the pavilion, and the balance redirected to refurbishing the two sports fields. State Government was supportive of this, and at Council’s November 2017 meeting (DCI62/17), Council endorsed a variation of scope which included the reconstruction of the soccer fields at Campbell Reserve. This was submitted to the Minister for Sport in January 2018 and approved in March 2018. Following this, officers obtained a survey of the site, undertook a geotechnical investigation, prepared the designs and specifications for the sportsfields refurbishment, obtained a quantity survey and developed a project management framework, for the new proposed scope of works.


3. Issues Campbell Reserve (approximately 0.38 hectares) is located between Moore Street and Moreland Road in Coburg East. Campbell Reserve – current use The Club has a seasonal (winter) tenancy at Campbell Reserve. Campbell Reserve is the main base for the Club. The Club also uses Clifton Park East, Brunswick to accommodate training and competition. In 2016 the Club was accepted into the NPL Victoria competition. This sits at the second tier of competition, just below the A-league. FFV operates this competition and has minimum facility standards that Clubs are required to meet. Currently, both the pavilion and sports field at Campbell Reserve do not meet the FFV minimum facility standards for NPL competition. The Club has a current membership base of 340 players. The Club’s female participation has been increasing over the last 12 months, and looks to continue to expand. Campbell Reserve is also accessed by local schools 2 to 3 times a week. In addition to the pavilion and two pitches, the reserve also has a children’s playground, new public toilet facilities and is a popular walking route between Moreland Road and Moore Street. The Campbell Reserve facility is an immensely valuable community resource, as it is one of the few active sporting reserves in the Coburg East area. With the works proposed in this report usage impacts, which will be managed by the Recreation team, include:

Club - alternative fields can be allocated and majority of works will be undertaken throughout the soccer off-season to minimise impact;

School - alternative fields can be allocated for school use; and Community access - walkers/informal pitch users will continue to have access to

the playground and walkways through the reserve from Moore Street through to Moreland Road. Residents will be informed of the commencement date and timelines of the project through resident letters, Council’s web page, and signage at the reserve. Other reserves that are accessible to residents and within close proximity to Campbell Reserve are Allard Park, Jones Park, Roberts Reserve to the south and Bea Monde Reserve and Egan Reserve along the Merri Creek corridor.

Sports field surface – current issues and future requirements The sports field at Campbell Reserve faces a range of issues including:

Generally poor ground condition including undulations across the field; Misaligned pitch; No perimeter field fencing separating the fields of play; and Issues with irrigation and ineffective ground drainage. To respond to these issues, a sports field refurbishment design process was undertaken, ensuring that FFV minimum facility requirements were accommodated, as well as assessing future community use requirements, and opportunities to maximise the usability of the surface.


The priorities for the redevelopment of the 2 sports fields Campbell Reserve are:

Full ground reconstruction - including installation of new irrigation and drainage system, and sodding of a new hard wearing turf species;

Goal post and pitch realignment - to provide a symmetrical playing surface; and Perimeter fencing of the pitches - chain mesh fence constructed around the

perimeter of the 2 fields, inclusive of a retractable mesh ball protective fence between the 2 fields.

In order to provide a quality field the design identified that:

The field would have a constant grade of 1.0 % from north to south; The growing medium will need to be a manufactured sand with a drainage rate of

200-250 millimetres per hour to a depth of 250–300 millimetres; AG drains both 100 and 150 mm size are required at 4.0–5.0 metre centres with

lateral 225-300 PVC drains at 35.0 – 40.0 metre centres; Instant turf laid in maxi rolls (1.2 metre x 18 metre) would be laid to allow for

re-commencement of play in 8 to 10 weeks from date of completion of turf laying; A new automatic irrigation system and in-line pressure boosting pump-set would

be required due to the low pressure in the area; and A new 1.2 metre high chain mesh fence with vehicle and pedestrian access is

required. Tender specifications were prepared to address these requirements. Procurement process In accordance with Council’s Procurement Policy, a public tender was called for a fixed lump sum to undertake construction works. A Request for Tender was released on 3 March 2018 and closed on 29 April 2018. Eight applications were submitted by the required date. Tender Evaluation Panel The assessment evaluation for Contract 697T was undertaken by:

Council’s Unit Manager Recreation Services; Council’s Sport and Recreation Development Officer; and MAKE IT WET, (Council’s preferred supplier) who undertook the design and

specifications for this project. All tenders were evaluated based on the pre-defined evaluation criteria, including:

Compliance with the conditions of tender; Experience and resources; Construction program; Contractor management systems; and Tender price. The evaluation process identified Hume Turf Pty Ltd as the preferred tenderer based on the results of the evaluation matrix, included as Confidential Attachment 1.


Assessment summary The assessment identified Hume Turf Pty Ltd as the preferred supplier for this contract. Hume Turf Pty Ltd clearly demonstrated capability and a superior project specific response to the brief. Their lump sum proposal has been assessed as providing Council with best value for money. With further discussions with the two lowest tenderers, it was highlighted that minor adjustments to key elements of the design would result in a better outcome and cost towards the project. The Hume Turf Pty Ltd submission and previous experience with similar projects demonstrated excellent capacity to complete the project. Of the 8 tenders, the one from Hume Turf Pty Ltd is clearly the lowest and by a significant margin. Issues and risks The project has been assessed as low risk. A site contamination report was carried out. The report stated that there is no soil

contamination. The budget provides a contingency allowance of over 10% of the construction

value and as the plans issued with the tender was a construction issue, this provides council with a reasonable contingency ($106,354.00) to deal with any possible site issues.

Human Rights Consideration The implications of this report have been assessed in accordance with the requirements of the Charter of Human Rights and Responsibilities.

4. Consultation In preparation of the design and specifications of this project, Recreation Services has consulted with Sport and Recreation Victoria, FFV, and all the relevant stakeholders including the Club. Discussions were also held with community members/residents from the area surrounding Campbell Reserve in December 2017. Their feedback in regards to fencing and community access were considered, and accommodated where possible. This resulted in a change to the internal fencing from a new 1.2 metre high chain mesh fence to a retractable mesh ball protective fence between the 2 fields to the final design. Other changes were unable to be accommodated based on FFV requirements, and the need to ensure safety of participants during training and matches. Internal consultation and input to the design and specification has been undertaken between the Recreation Services Unit, Open Space Maintenance and Open Space Design and Development.



6. Financial and Resources Implications The allocated budget for this project is $833,550.00, however the preferred contractor has supplied a lower tender price of $727,196.00 (excluding GST). Project budget

State Government - Election Commitment Fund $507,072 Club Contribution $326,428 Total project budget $833,550

Officers are confident that the project can be delivered within the allocated budget of $833,550.00. In the event of issues arising, it is recommended that the Director Social Development be authorised to approve variations up to the original budget amount of $833,550.00. Council’s Recreation Services Unit will project manage this project to ensure that the works are constructed in accordance with the tendered design and specifications and FFV facility requirements. Council’s $500,000 and balance of funding is allocated towards the Campbell Reserve pavilion Refurbishment.

7. Implementation Subject to Council’s decision, Council officers will arrange execution of Contract 697T for the Campbell Reserve Soccer Field Reconstruction to Hume Turf Pty Ltd, for a fixed lump sum of $727,196.00 (excluding GST).

Attachment/s 1 Contract 697T Tender Evaluation Matrix - Campbell Reserve Soccer

Field Reconstruction Pursuant to sections 77(2)(c) and 89(2)(d) this attachment has been designated as confidential by the Chief Executive Officer because it relates to contractual matters.

D18/185972


DED34/18 275 MORELAND ROAD, COBURG (JOHN FAWKNER HOSPITAL) REDEVELOPMENT - REQUEST FOR WORKS OUTSIDE OF NORMAL WORKING HOURS (D18/188411)

Director Planning and Economic Development City Development

Executive Summary The John Fawkner Hospital expansion is currently underway. The endorsed Construction Management Plan (CMP) approved as a requirement of the planning permit limits construction activity within ‘normal working hours’ as stipulated in the Environmental Protection Authority Noise Control Guidelines Publication 1254 October 2008 unless approval is sought from Council for works out of hours. The ‘normal working hours’ are:

7 am – 6 pm Monday to Friday; and 7 am – 1 pm Saturday. A request has been received from Healthscope Operations Pty Ltd (Healthscope) for construction activity to occur outside of ‘normal working hours’ on Saturday 7 July 2018 between 6 am and 8 pm and Sunday 8 July 2018 if the works on the Saturday have not been completed. The works relate to the commissioning of the new hospital switchboard. The works are required to take place on the weekend as this minimises patient risks and minimises impact on the emergency departments in the region. The works are expected to take 14 hours and once commenced, must continue until complete. The works will result in noise from temporary generators however this is unavoidable and given they will take place over one day only, are considered acceptable, subject to appropriate notice being provided to affected residents.

Officer Recommendation That Council approves the Healthscope request for works out of hours on Saturday 7 July 2018 between 6 am and 8 pm (and through to 5 pm Sunday 8 July 2018 as a contingency if unforeseen circumstances require this) for the purpose of commissioning a new switchboard as part of the John Fawkner Hospital redevelopment pursuant to Section 3.3.2 of the endorsed Construction Management Plan, with a requirement that the construction company delivering the project (Cockram) notify residents adjoining or directly opposite the site via a letter drop one week prior to the works.


REPORT

1. Policy Context The relevant policy considerations for this matter pertain to the Moreland Planning Scheme as outlined as follows. State Planning Policy Framework (SPPF) The following State Planning Policies are of most relevance to this application:

Clause 9: Plan Melbourne Clause 11.02 Urban Growth Clause 11.04 Metropolitan Melbourne Clause 13.04 Noise and Air Clause 15.01 Urban Environment Clause 15.02 Sustainable Development Clause 15.03 Heritage Clause 17.01 Commercial Local Planning Policy Framework (LPPF) The following Key Strategic Statements of the Municipal Strategic Statement (MSS) and the following Local Planning Policies are of most relevance to this application: Municipal Strategic Statement:

Clause 21.01 Municipal Profile Clause 21.02 Vision Clause 21.03-2 Land for Industry and Economic Regeneration Clause 21.03-4 Urban Design, Built Form and Landscape Design Clause 21.03-5 Environmentally Sustainable Design (Water, Waste and Energy) Local Planning Policies:

Clause 22.01 Neighbourhood Character Clause 22.02 Discretionary Uses in Residential Zones Clause 22.06 Heritage

2. Background In June 2014 Healthscope lodged an application to extend John Fawkner Hospital (JFH). Healthscope appealed to the Victorian Civil and Administrative Tribunal (VCAT) for Council’s failure to determine the application within the statutory timeframe. In November 2014 the Urban Planning Committee resolved that if an application for review had not been lodged, it would have refused the application. In 2015 the Acting Minister for Planning called in the VCAT proceeding and established an Advisory Committee to advise him whether a permit should be granted. The Advisory Committee conducted a hearing over 11 days and heard submissions from the applicant, Council and objectors. In August 2015, the Committee produced a detailed report of its findings which concluded that a permit should be granted. Subsequently, the Governor in Council directed that a planning permit be issued for the JFH expansion. Planning Permit MPS/2014/498 (the permit) was issued in November 2015. The permit allows buildings and works to extend the existing hospital including a four level extension facing Glencairn Avenue with ground level car parking and a four storey multi-deck car park facing Jessie Street.


During the Advisory Committee hearing, the matter of construction impacts, noise and hours of operation was discussed. The Advisory Committee Report noted:

We agree with the objectors that in the circumstances of the tight on-road and on-site conditions, that the construction activities would need to be carefully planned and managed. The Committee noted that the conditions drafted by the Council included a requirement for a construction management plan. We believe that this is an appropriate approach. We have expanded the condition, as shown in Appendix D, to direct that certain issues must be addressed by the plan.

The Governor in Council subsequently directed that the Permit contain the following:

Condition 33

Before the development hereby approved begins, a detailed construction management plan to the satisfaction of the Responsible Authority must be submitted to the Responsible Authority for approval. The plan must include:

e) construction activity limited to normal working hours as defined in the Environment Protection Authority Noise Control Guidelines, Publication 1254, October 2008 unless otherwise approved by the Responsible Authority.

On 17 February 2017 a CMP was subsequently endorsed pursuant to Condition 33. Section 3.3.2 of the CMP notes:

Works will follow the EPA Noise Guidelines (‘normal working hours’ as defined in the Environmental Protection Authority Noise Control Guidelines, Publication 1254, October 2008) and Moreland City Council Planning Permit Restrictions placed on new development. Any works that have to be undertaken out of hours noted within these documents will only be undertaken if approval is sought from Moreland City Council as the Responsible Authority PRIOR to the works commencing. These works will only be for special cases as determined by consultation with all parties.

Construction works have commenced. Two previous requests by Heathscope to work outside of hours have been approved by Council. The first at its ordinary meeting in June 2017 (DED50/17) and the second at the Urban Planning Committee meeting 24 January 2018 (DED4/18).

3. Issues Proposal The works include the disconnection of each individual sub mains cable and re-routing and connecting to the new switchboard. Healthscope advises that once the process commences it cannot stop until completion because mains cables will be physically cut as part of the process. The works required to undertake the connection to the new switchboard will result in minimal noise impacts. However, there will be noise impacts due to the need for temporary truck mounted generators to supply power whilst the permanent switchboard is disconnected. The Healthscope submission detailing the proposed works are included as Attachment 1.


Is the request reasonable having regard to the discretion offered in the CMP for out of hours works? The Advisory Committee Report was clear that, whilst construction works should take place within normal working hours, flexibility must be included to enable out of hours works with the consent of the Responsible Authority. This is standard and appropriate practice for CMPs across Melbourne. The justification for the out of hours request contained within the Healthscope submission is to minimise impacts and risks to patients. In addition, there is a need for the approximately 14 hour works to be completed once commenced (i.e. without break). The applicant’s submission notes:

To minimise the load on the generators, (therefore minimise noise as we can utilise a smaller temporary generator and not run the unit at full capacity), the Hospital will be undertaking a limited service. That is, we will close the Emergency Department, no surgery will occur on the Saturday and minimal patient services will be undertaken over that weekend, with all patients that are able to be discharged done so on the Friday. The patients that remain over the weekend will be fully supported via the generators and see no discernible difference in the electrical supply.

The works will be undertaken on the weekend that we would usually undertake the monthly mandatory generator test, (run the generator for 4 hours at full load). This test will be incorporated within these works on the Saturday and no further test that month will be required.

It is acknowledged that a major construction project will have impact on its neighbours. It is for this reason that respite is required outside normal working hours. Requests for out of hours work should only be granted in special circumstances. The above justification is considered reasonable and a special circumstance. What impact will the works have on neighbours? Despite the use of acoustic treatment, the temporary generators will be noisy and will have an impact on neighbours. The Healthscope submission notes that the noise impacts to the closest residential property address located approximately 10 metres away will be equivalent to a car travelling at 100 km per hour. The noise will be constant for the period of the works. Whilst this is a significant impact, it is considered acceptable given it will occur for only one weekend and is unavoidable in order to ensure temporary power is provided to the hospital. A condition of the approval should be that notice is provided to affected residents 7 days in advance of the works. Consultation

As occurred with the previously approved requests and would be standard practice for construction requests under the Local Law, no consultation has taken place. The endorsed CMP states that out of hours works ‘will only be for special cases as determined by consultation with all parties.’ It may be interpreted that ‘consultation with all parties’ extends to residents. However, it is submitted that this is not the case. This is because:

The Advisory Committee recommended flexibility for out of hours works be with the written consent of the ‘Responsible Authority’ only;

The Permit directed by the Governor in Council included a requirement that the CMP include flexibility for out of hours works be with the written consent of the ‘Responsible Authority’ only; and

It is standard and appropriate practice for CMPs to enable Council alone to make determinations for requests for out of hour’s construction works. Consultation with residents for one off requests for out of hour’s works is impractical and unwarranted.


A recommended condition of the approval is for Cockram Pty Ltd to letter drop residents adjoining or directly opposite the site one week prior to the works to ensure they are aware of the out of hours works. Human Rights Consideration The implications of this report have been assessed in accordance with the requirements of the Charter of Human Rights and Responsibilities.


5. Financial and Resources Implications There are no financial or resources implications.

7. Implementation Council officers will write to Healthscope advising of Council’s decision and the requirement for Cockram to notify residents of the works.

Attachment/s 1⇩ Healthscope Submission - Proposed Works D18/180959


DED35/18 COUNCIL ACTION PLAN ITEM - AMENDMENT C169 - ADVERTISING AND CLUB SIGNAGE IN OPEN SPACES - DECISION GATEWAY 2 - CONSIDERATION OF SUBMISSIONS AND REQUEST FOR PANEL (D18/130251)

Director Planning and Economic Development City Strategy and Design

Executive Summary Council is committed to supporting local sporting clubs. As well as providing recreational and health benefits to the community, many club events also contribute to Moreland by creating a sense of community and a place to gather, socialise and connect. Council understands that sporting clubs need to appropriately advertise their club and the organisations that sponsor them. The majority of existing signage surrounding sports grounds is currently in breach of the Victoria Planning Provisions of the Public Park and Recreation Zone (PPRZ) within the Moreland Planning Scheme. All promotional signs are prohibited under the applicable 'Category 4' advertising controls. Amendment C169 (the Amendment) proposes to amend the requirements for advertising signs to better facilitate the signage needs for sports clubs. The Amendment was exhibited between 12 March and 27 April 2018. Following exhibition of the Amendment 7 submissions were received. In general, the concerns and suggestions objected to the placement and content of additional signage. Many of the matters raised in the submissions have resulted in changes related to conditions imposed on signage that were outlined in the Recreation Services Sporting facilities, grounds and pavilions User Guide (the User Guide). The User Guide is not proposed to be included in the Planning Scheme, it is a guide that sets out the terms and conditions on which Council’s sporting facilities are used. The conditions for signage in the User Guide have been amended to address matters raised in the submissions. A response to each of the submissions is included in Attachment 1. This report recommends Council request the Minister for Planning to appoint an independent Planning Panel to consider the Amendment and submissions.

Officer Recommendation That Council: 1. Notes the summary of submissions to Amendment C169 to the Moreland Planning

Scheme, at Attachment 1 to this report. 2. Endorses the proposed changes to the Recreation Services Sporting Facilities,

Grounds and Pavilions User Guide, at Attachment 3 to this report. 3. Requests the Minister for Planning to appoint a Planning Panel in accordance with

Part 8 of the Planning and Environment Act 1987 to consider submissions to Amendment C169.

4. Endorses the response to submissions in Attachment 1 to this report to form the basis of Council’s submissions to an independent Planning Panel.

5. Authorises the Director of Planning and Economic Development to make any changes to Amendment C169 that may be required as part of Council’s submission to the Planning Panel, and correct any errors or make grammatical changes.

6. Notifies all submitters of Council’s decision.


REPORT

1. Policy Context Local Planning Policy Framework Clause 22.04 Advertising Signs includes the following general policy objectives:

Encouraging the display of attractive signs that have simple, concise messages. Ensuring signs are compatible with host buildings, nearby buildings and

streetscapes. To ensure that signs on heritage properties do not detract from the significance of

the heritage place. The specific objectives with respect to signs in residential and open space areas include:

Ensuring signs are modest in scale and sensitive to the residential character and amenity of an area.

Ensure that signs are designed and located so as to minimise the impact on the surrounding area.

Ensure that signs are sympathetic to the landscape character of the area. Moreland Planning Scheme - Clause 52.05 Advertising Signs Clause 52.05 Advertising Signs of the Moreland Planning Scheme details signage categories by stipulating which advertising sign category applies to a particular zone. Most sporting grounds are contained in land within the Public Park and Recreation Zone (PPRZ) which is in Category 4 – Sensitive Areas. This category is considered to be too restrictive as most types of signs larger than 3 square meters are prohibited. It is recognised that sporting clubs should be allowed to place advertising signs within reserves that they occupy to identify the club and key sponsors that support them. It is understood sponsors and associated advertising signage is a traditional component of local sports clubs, which provides them with a source of income. As such it is considered that Category 1 would be more appropriate than Category 4, as it would allow a greater realm of discretion over the extent and type of advertising signs that are allowed. Category 1 has an increased maximum area for signage (8 square meters) and does not prohibit promotion signs. Moreland Planning Scheme – Clause 72 Definitions The following planning scheme definitions are relevant to this amendment:

‘Major Sports and Recreational Facility’: Land used for leisure, recreation or sport, and where there is substantial provision made for spectators, such as a grandstand, and to which spectators are usually charged admission.

‘Business Identification Sign’: A sign that provides business identification information about a business or industry on the land where it is displayed. The information may include the name of the business or building, the street number of the business premises, the nature of the business, a business logo or other business identification information.

‘Promotion Sign’: A sign of less than 18 square metres that promotes goods, services, an event or any other matter, whether or not provided, undertaken or sold or for hire on the land or in the building on which the sign is sited.

A club name sign is classified under the definition of a ‘business identification sign’, and a sponsorship sign under ‘promotion sign’ pursuant to the Victorian Planning Provisions within the Moreland Planning Scheme. Premier reserves are classified under the definition of ‘major sports and recreation facility’.


Council Action Plan (CAP) 2017-2018 Action 32 of the CAP seeks to establish a planning framework to ensure that advertising in sports grounds can be undertaken appropriately, in a timely manner and with appropriate control over visual impacts. This amendment implements this action through changing the planning scheme controls for advertising in sports reserves so that signage can be regulated by Council and legally displayed.

2. Background In 2013, a report was presented to Council that identified that many signs in Council’s open space reserves had been erected without the necessary planning approval (DED65/13). Council resolved to undertake a review of its signage policies and practices. Council also resolved to introduce a moratorium on the enforcement of the unlawful signage pending the outcomes of the review. Following the review, a report was prepared by ASR Research, titled the Signage Policy for Sportsgrounds – Findings and Issues Paper (September 2015). After informal consultation of the report with sporting clubs representatives it was resolved at the April 2016 Council meeting (GB25/16) to draft a policy that met the needs of amenity, safety, local environment, neighbours and clubs. Specifically, it was resolved that any amendment to the planning scheme should ensure that most signs do not require a planning permit. Council then proceeded to draft an incorporated document that would seek to exempt most sporting reserves from the advertising sign requirements. Moratorium period extended On 14 June 2017, Council resolved to extend the moratorium until the draft Incorporated Document was introduced into the Moreland Planning Scheme. In the interim, any proposals for signs requested by clubs were to be referred to the Recreation Services Unit and assessed against the User Guide.

3. Issues State government reforms and conditions of Authorisation Officers submitted a formal request to prepare Planning Scheme Amendment C169 consistent with the outcomes of the review in October 2017. Whilst the Amendment was being prepared, the ministerial direction on the form and content of planning schemes was amended (19 September 2017). As a result of the changes, authorisation to prepare and exhibit the Amendment was received with conditions that required the proposed planning controls to align with the new direction. The conditions of authorisation were as follows:

Remove the proposed changes to the Schedule to Clause 52.03 (Specific Sites and Exclusions) from the amendment. This was requested as new requirements were included in the Public Park and Recreation Zone to specifically adjust the conditions for signage.

Introduce an incorporated document into Clause 81.01 (Incorporated Documents) and reference this document in Clause 36.02 (Public Park and Recreation Zone) for 6 Major sports and recreation facilities as identified by Council. Exemption was only permitted for the larger premier sporting reserves due to their capability/suitability of housing highest levels of competition sport and size.

Amend the Schedule to Clause 36.02 (Public Park and Recreation Zone) to change the Advertising Sign Category of all remaining sporting reserves in this zone to ‘Category 1’. To either legalise or enable planning applications to be sought for advertising signage in sporting reserves.


Amend the Schedule to Clause 37.08 (Activity Centre Zone) to change the Advertising Sign Category of the Coburg Bowls Club to ‘Category 1’. To legalise advertising signage in the Coburg Bowls Club which is included in the Activity Centre Zone.

Rezone the land at 9 Hillcrest Road, Oak Park (known as ‘Narre Narre Reserve’) from Neighbourhood Residential Zone 1 (NRZ1) to a Public Park and Recreation Zone (PPRZ). This rezoning would provide consistency in the application of the Category across sporting reserves.

Ensure all amendment documents are consistent with the ministerial direction on the form and content of planning schemes.

Update the explanatory report to reflect these conditions and revised ordinance.

Officers redrafted the Amendment documentation to address the conditions of authorisation prior to public exhibition of the Amendment. How sporting reserves have been defined in this Amendment As per the requirements of Council’s conditional approval from the Minister, sites which met the planning scheme definition of a ‘major sports and recreation facility’ were to be exempt from the advertising sign requirements in an incorporated document. Any reserve which did not meet this definition was to be included in the Schedule to the PPRZ as ‘Category 1’ under the Advertising Sign provisions. Raeburn Reserve was included in the incorporated document as a major sports and recreation facility. However upon further investigation, the reserve was found not to meet the planning scheme definition of a major sports and recreation facility, as it does not have a spectator stand or charge admission. It is therefore recommended that this reserve be removed from the Incorporated Document, and included in the Schedule to the PPRZ as ‘Category 1’ under the Advertising Sign provisions. Revised Amendment documentation can be found at Attachment 2, which includes this change. Use of Category 1 for sports reserves in a PPRZ During an information meeting about the amendment, it was identified that Council should consider the signs that already exist on reserves as holding ‘existing use rights’. It was suggested that Council only enforce the greater than 8 square metre total signage area permit requirement to any new signs that are sought after the approval of the Amendment. It was also expressed that retrospectively applying for a planning permit for all existing business and promotion signs above the 8 square metre limit per site would be a tedious and expensive undertaking. While existing use rights do not apply to advertising signs, Council does have discretion as to whether to exercise its planning enforcement statutory responsibilities. It is therefore open to Council to resolve whether it is appropriate in the circumstances, to pursue planning enforcement action and require planning permit applications to be lodged for those signs exceeding the 8 square metres exemption from the need for a planning permit, or for those existing signs within a sports reserve that is within a Heritage Overlay. Officers in Council’s Recreation Services Unit have collected a register of existing signage on all sporting reserves.


This Amendment seeks to change planning controls for these open spaces so sporting clubs are able to legally display signs or seeking planning approval for signs. The amendment would also afford Council the ability to control the extent of signage and its impact to the amenity of the reserve and surrounding area. It is therefore considered appropriate that sports clubs seek planning permission for any additional signs where it would result in all signage on the site to cumulatively exceed 8 square metres. Further consideration of signage via planning permission will also be required if the sports reserve is in a Heritage Overlay. Changes following exhibition Of the submissions received, none objected to the planning scheme changes proposed as part of the Amendment. In particular, the concerns and suggestions related to conditions for signage in the User Guide. The User Guide is not proposed to be included in the Planning Scheme, it is a guide that sets out the terms and conditions on which Council’s sporting facilities are used. The purpose of the User Guide is to allow the users of Council’s sporting facilities to better understand the process guiding the allocation of facilities by clearly identifying:

Council’s requirements; Responsibilities of the user groups; Responsibilities of Council; Process for facility development; and Provide a framework that is equitable and easily administered. Changes are proposed to the conditions of the User Guide to address concerns in relation to the following: Location and height of signs Sponsor signs must only be fixed to low fences at a maximum height of

1.2 metres, and cannot be fixed to any other structures including pavilions, scoreboards and high fences;

Sponsor signs must face inwards towards the sporting ground/playing area; For playing facilities with higher perimeter fences (e.g. Tennis courts, bowls

clubs) all signs must face inwards, and must not cause adverse amenity affects to residential properties by way of noise and lighting and that they should not cover more than 50% of the internal circumference of the fence.

Signs must not obstruct pedestrian entry points and vehicle entry points including gates at these entry points, to sporting grounds and playing fields.

Vandalism and damage to signs Clubs are responsible for the removal of vandalism and graffiti on signs. It is recommended that a revised version of the User Guide containing the above changes be adopted by Council. The revised User Guide can be found at Attachment 3. Messages displayed by sponsorship signs One of the concerns expressed by a submitter was that sponsorship signs will advertise fast food products to children. Council supports junior sports programs through its ‘Allocation of Sporting Reserves and Pavilions Policy’ which has the following specific objective under Section 3 of the policy:

To increase participation in sport and physical activity for women and girls, juniors, people with a disability and people from culturally and linguistically diverse backgrounds.


In support of this objective, section 4 sets out a range of criteria that must be met before Council allocates a sporting facility, ground or pavilion to a sports clubs. One of these includes policy 4.7 which relates to ‘program development to increase participation in sport, recreation and physical activity’: Facilities will only be allocated to clubs that provide programs that increase the participation, general health and wellbeing of juniors, girls and women by:

Increasing participation in sport, recreation and physical activity. Two nationwide junior sporting programs that are available from these facilities include:

Junior cricket program run by Cricket Australia and sponsored by MILO; and Junior Auskick junior program sponsored by McDonalds. Prohibiting sponsorship signs related to these programs would therefore mean that Council would not meet its objectives to support important junior sporting programs, as public facilities would not be able to be allocated to sports clubs that rely on these partnerships. Signs in Road Zones One of the submitters suggested that the following policy under the sub-heading ‘Road Zone areas’ in Clause 22.04 (Advertising Signs) be deleted as it contradicts the purpose of the amendment: Discourage signs that are located in a freeway buffer zone or adjacent landscaped area. The purpose of this Amendment is to better facilitate the signage needs for sports clubs on sporting reserves only. No changes are proposed to signage within freeway buffer zones or adjacent landscaped areas. As such, the change proposed by the submitter is not within the scope of this Amendment. The policy statement was introduced to fill an identified policy gap for Major Promotion Signs particularly, which were of primary concern when proposed near freeways and in road zones. The policy gap was identified as part of a planning assessment for a sign next to the City Link exit ramp on Bell Street under planning application MPS/2012/67 where there were no decision guidelines available to assess an application for a sign in a Road Zone. Human Rights Consideration The implications of this report have been assessed in accordance with the requirements of the Charter of Human Rights and Responsibilities.

4. Consultation The Amendment was exhibited between 12 March and 27 April 2018. Direct notification via letters and information brochures were sent to all sporting clubs affected by the Amendment, as well as owners and occupiers of adjoining and nearby land. The Amendment was also advertised in the Moreland Leader newspaper, and appeared in the Victoria Government Gazette on 15 March 2018. Council received 7 submissions to the Amendment. One had no objection to the Amendment. The remaining submissions detailed a number of concerns and suggestions related specifically to conditions for signage in the User Guide. A summary of all the submissions, the Council officer response and all recommendations are contained at Attachment 1.


All members of the ‘Active Sporting Reserves Signage Working Group’ (ASRSG) were invited to an information session on 18 April 2018. This group of sporting club representatives was originally established to guide and oversee the planning, development and implementation of the signage in active sporting reserves policy. This session was attended by 1 member and 2 Council officers. Advice was sought from officers in the Recreation Services Unit and the Urban Planning Unit throughout the course of the amendment.


6. Financial and Resources Implications The funds required to administer this amendment and associated planning panel fees have been budgeted within the operating budget of the Strategic Planning Unit. Council will be responsible for paying the statutory fees to the Department of Environment, Land, Water and Planning (DELWP) to consider approval of the amendment. The Recreation Services Unit intends to consider proposed signage as part of annual club allocation applications; receiving between 30 and 60 applications a year of these types of applications currently. It is expected that applications for signage on sports reserves as part of this amendment will form a small percentage of these total applications based on an acknowledgement of existing signs.

7. Implementation The following anticipated timeline for the Amendment is broken down into the key ‘decision gateways’. The timeframe is subject to Ministerial approval timelines and Panel timing. Decision Gateway 1: Authorisation and Exhibition (completed) Decision Gateway 2: Submission Review and Panel Request June 2018: seek Ministers appointment of Panel to consider submissions; July/August 2018: Panel Directions Hearing; August/September 2018: Panel Hearing; and October/November 2018: Panel Report is provided to Council. Decision Gateway 3: Review Panel report and consider adoption of the Amendment December 2018/February 2019: Report on the Panel’s recommendations and

consider approval of the final version of the Amendment. February 2019: Submission of the Amendment to the Minister for Planning for

approval.

Attachment/s 1⇩ Summary of Submissions and Recommendations D18/186001 2⇩ Revised Amendment Documents D18/185955 3⇩ Revised Recreation Services Sporting Facilities, Grounds and Pavilions

User Guide D18/186007


DED36/18 COUNCIL ACTION PLAN ITEM - MULTI-USE COMMUNITY FACILITY AT 33 SAXON STREET, BRUNSWICK - RECOMMENDATIONS FOR CONCEPT PLANNING STAGE (D18/177342)

Director Planning and Economic Development Places

Executive Summary In 2010, Council acquired a former school at 33 Saxon Street, Brunswick (the site) in order to provide for future community needs in the dense and growing neighbourhood of Brunswick. A range of activities have occurred in relation to the site since 2010, including temporary activation since 2016 for community and creative uses, known as ‘Siteworks’. This activation continues as a year to year proposition until 2021. A Strategic Framework was endorsed by Council in August 2017 (DED70/17) to facilitate decision making around future development of the site. The framework includes potential uses, a draft vision, strategic objectives and site development principles. From December 2017 through to May 2018, the potential range of uses to be accommodated in future planning for the site were tested with the community through community engagement and further reviewed with relevant service delivery officers across Council. A set of revised uses are now recommended for further development via a concept plan. Subject to Council endorsement, the next step is to develop concept plan options and associated costs.

Officer Recommendation That Council: 1. Endorses the recommendations included in this report for future uses, services and

features to be further tested in the upcoming concept planning stage for a multipurpose community hub at 33 Saxon Street, Brunswick.

2. Endorses the commencement of preparation of concept plan(s) and associated costings for the multipurpose community hub at 33 Saxon Street, Brunswick, for Council’s consideration.


REPORT

1. Policy Context This item is directly referenced in the 4-year implementation program of the Council Plan 2017-2021 ref. R3b): Saxon Street Hub: implement strategic plan to guide future use and development of the Hub. The key target is for Council to endorse a Concept Plan by December 2018. Planning for the site with an integrated ‘place-based’ approach also addresses the following other Council Plan actions:

Development of expanded and enhanced public open space, including a playground, in an area of high need (ref. P4a & C4b).

Improved community engagement (ref. R2a). Secure a new site for ongoing service delivery from the Brunswick

Neighbourhood House (ref. R3e). Enhance the capacity of Moreland’s creative sector to maintain and grow their

practice (ref. P8a(i)).

2. Background Strategic Framework At its meeting on August 2017, Council endorsed the Strategic Framework (DED70/17) to facilitate decision-making about the future of the site. The Strategic Framework identified potential future uses for the site, development principles, strategic objectives and a draft vision. The potential uses as identified in the Strategic Framework are listed below. These uses were identified based on an assessment of current and future community infrastructure needs (to 2036) across wider Brunswick (Brunswick, Brunswick East and Brunswick West), undertaken by consultants Sociologic. They were also informed by an understanding of what uses have proved successful in the current short term activation of the site as ‘Siteworks’ since 2016. The potential future uses included:

Public open space including:

Passive space Children’s play Outdoor fitness (no permanent equipment) Outdoor events and exhibitions Public toilet

Multipurpose community rooms for:

General community groups and events Seniors groups Social support groups Playgroups Community learning and engagement Indoor performance and rehearsals Youth groups and programs Indoor fitness (no permanent equipment)


Creative industries, including:

Artists in residence Writers studio Film studio Rehearsal space Professional artist studios

Consulting rooms for:

Maternal and child health Youth support

Staff administration rooms Occasional Care. The potential uses and draft vision identified in the Strategic Framework were the subject of community engagement in early 2018.

3. Issues This section outlines the community engagement, use assessments and recommendations for the concept planning stage. Phase 1 Community Consultation The development of a concept plan for the site is informed by a staged consultation as follows:

Phase1: Potential Uses and Draft Vision Phase 2: Concept Plan Options Phase 3: Preferred Concept Plan Phase 1 included a wide variety of community engagement activities that occurred from December 2017 until March 2018. The full Consultation Report can be viewed at Attachment 1.

186 online survey responses were received, which included 86 responses from supporters of the Brunswick Neighbourhood House (BNH). Many ideas and suggestions were also recorded during face-to-face consultation activities. Overall, the community was very supportive of a flexible multipurpose community facility being planned for the site, with particular support for improving the open space, provision of multipurpose community rooms and spaces for the creative sector. 94% of participants liked the draft vision which allows Council to move confidently forward in defining the long-term use of the site. The draft vision from the Strategic Framework states that:

33 Saxon Street is both an oasis of calm from the busy-ness of Sydney Road and a hive of cultural and community activity. The site reflects Brunswick's values of diversity, harmony, progress and cultural productivity. The site has grown into a vibrant, open and welcoming place, serving the local community and attracting a diversity of tenants, activities and visitors. The site acts as an anchor creative space in Brunswick and a catalyst for other creative activity.


New ideas put forward by the community included:

Opportunities for integration between the site and the Brunswick Baths; Interest in health and wellbeing classes to be delivered at the site; The importance of having a strong diversity and inclusion focus; Support for Indigenous cultural education and celebration; Support for the allocation of space for a community garden; and Suggestions for a café/food provider to be onsite. Key points raised in the proforma responses supporting the BNH include:

BNH fulfils all the requirements of the Strategic Framework and offers a range of programs consistent with uses being considered for the site;

BNH is in need of a facility to accommodate its administration, occasional childcare and activities including educational, recreational, wellbeing and social programs, as well as mini festivals and public events;

Based on their constant activities and programs, BNH could act as the foundation of a vibrant and inclusive hub;

BNH provided feedback and suggestions for improving the draft vision including a preference for future tenants to complement each other.

Recommendations for Concept Planning Stage Following Phase 1 of community consultation, a review of the potential uses to be included in the Saxon Street multipurpose community facility was completed with relevant service managers across Council. The assessments revisited the Sociologic strategic needs assessment findings, carefully considered the community feedback received and utilised officer expertise to refine the uses to be considered in the concept plan options. As a result of the review, it is recommended the below be included in the brief for development of concept plan options. Ultimately, testing through concept plan options will allow Council to better understand the quantum of space and uses which can fit together on the site and the associated costs. Use/Service/Feature Recommendations Public open space

Expanded the public open space to a minimum size of 2,000 square metres from current size of 1,700 square metres.

Space be assigned for a community garden.

Children’s play areas to be incorporated into design.

The public open space will not be a designated ‘dogs off leash’ park.

Passive recreation is a focus (purpose) of the park.

Trees, canopy cover and grass is incorporated into the design.

Multipurpose community rooms Include a minimum of two multipurpose community rooms.

Multipurpose consulting rooms

Include 3 consulting rooms primarily for provision of maternal and child health services (MCH) which can be uses for other purposes out of consulting hours.

Creative production spaces

Include a minimum of 400 square metres for the purpose of creative production spaces. This may incorporate small, medium and large sized rooms that are flexible in use and may be shared as community rooms.

Creative: Exhibition Space – Include an exhibition space.


Use/Service/Feature Recommendations Gallery Any future gallery on site is intended to be leased by a

private operator and should continue to have a social inclusion focus.

Tenant: Brunswick Neighbourhood House (BNH)

Incorporate BNH space requirements to test the viability for possible future tenancy. This includes requirements of a multipurpose space for occasional childcare noted below.

Multipurpose space for Occasional Care

A space be incorporated into the concept designs that could be adapted for Occasional Care as the primary use.

The space needs to flexible to be able to be used for other purposes outside its primary use.

Storage is essential.

Supporting infrastructure required to support multipurpose facility with a variety of tenants

Staff administration rooms for shared use by potential on-site manager and/or multiple tenants.

Shared staffroom with kitchen facilities.

Public toilets accessible from both inside and outside (outside access can be locked).

Explore the possibilities of a commercial kitchen being incorporated onsite.

Integration with Brunswick Baths Explore options for the two sites to integrate. Café/Food Provider Explore the opportunities for a café/food provider to be

incorporated into concept plans on a temporary or permanent basis.

Income Generating Tenants In accordance with Strategic Objective 2 of the Strategic Framework: carefully manage the draw on Council’s limited

rates raised budget and develop a viable multi-use facility at the Site.

Concept plan options should also explore provision of space for income generation which would help offset costs to Council. This may include office space for commercial tenants.



4. Consultation The following consultation has been undertaken since the Strategic Framework was endorsed in August 2017:

Phase 1 Community consultation regarding the draft vision and potential future uses occurred from December 2017 until March 2018. The full Consultation Report can be viewed at Attachment 1;

The methodology and results of the engagement process and the uses in/out assessment methodology was discussed with the South Ward Councillors at the Brunswick Advisory Group (BAG) on 19 April 2018;

Advice was sought from officers across Council involved in the uses in/out assessments during April and May 2018;

The Project Board was consulted throughout the process and provided strategic guidance and decision-making on a monthly basis;

The recommendations were presented to the Moreland Executive Group on 1 May 2018;

The recommendations were presented to Councillors at a Councillor Briefing on 7 May 2018.


6. Financial and Resources Implications Redevelopment of 33 Saxon Street will result in both capital and operational costs to Council. As such, carefully managing both capital and operational costs to Council is an objective included in the endorsed Strategic Framework. During the concept planning stage, financial modelling is being undertaken to ensure future ongoing operational costs are minimised. In particular, investigation into the potential for income generating tenants to be included on the site to help offset costs to Council. The funds to undertake planning for the future use of 33 Saxon Street, including the community needs assessment, community engagement and concept planning are covered by the Saxon Street ‘reserve’ (to become the ‘major projects reserve’ in future).

7. Implementation Timing Activity

June/July 2018 Develop Concept Plan options August 2018 Council Report to endorse Concept

Plan(s) for community engagement August/September 2018 Phase 2 Community Engagement October/November 2018 Finalise preferred Concept Plan and Cost

modelling December 2018 Council endorses preferred Concept Plan

Attachment/s 1⇩ Saxon Street Phase 1 - Final Consultation Report D18/179009


DED37/18 DECLARATION OF THE SYDNEY ROAD BRUNSWICK SHOPPING PRECINCT COMBINATION SPECIAL RATE AND CHARGE SCHEME (D17/468145)

Director Planning and Economic Development Economic Development

Executive Summary The declaration of a Special Rate or Charge or a combination of a Special Rate or Charge Scheme is governed generally by part 8 of the Local Government Act 1989 (the Act). At the March 2018 Council’s meeting, Council resolved to commence the statutory process to declare a combination of a Special Rate and Charge Scheme (Special Charge or Scheme) for the Sydney Road Brunswick Shopping Precinct (Precinct) (DED9/18). The purpose of Council’s Scheme is to defray promotional, advertising, marketing and business development expenses associated with the encouragement of commerce, retail, professional activity and employment in the Precinct. If declared, the Scheme will remain in force for the period commencing on 1 July 2018 and ending on 30 June 2023 (being a period of 5 years). The land and the properties in relation to which the Scheme is to be declared is all of the land and properties shown in the Precinct boundary map (Attachment 1) and remains relatively unchanged from the most recent Scheme, which ends on 30 June 2018. For the period of the Scheme, a total of $1,720,950 will be levied by Council. No submitters or objectors attended a Hearing of Submissions Committee meeting, held on 16 May 2018. The purpose of this report is for Council to consider the submissions and objections received by Council as a result of the statutory consultation process and to make a decision on the declaration of the Sydney Road Brunswick Shopping Precinct Combination Special Rate and Charge Scheme.

Officer Recommendation That: 1. Council, having considered all submissions received and taken account of all

objections lodged and complied with the requirements of sections 163A, 163B and 223 of the Local Government Act 1989 (Act), and otherwise according to law, hereby declares a combination of a Special Rate and Charge (Special Charge or Scheme) under section 163(1) of the Act for the purposes of defraying expenses to be incurred by Council in (administratively only) providing funds to the incorporated body known and operating as the Sydney Road Brunswick Association (SRBA) which funds, subject always to the approval, direction and control of Council, are to be used for the purposes of promotional, advertising, marketing, business development and other incidental expenses as approved by Council and agreed to from time to time between Council and the SRBA, all of which are associated with the encouragement of commerce, retail and professional activity and employment in the Sydney Road Brunswick Shopping Precinct.

2. The criteria which form the basis of the declaration of the Special Charge are the ownership or occupation (and the capital improved value (CIV)) of the rateable land within the Scheme area which is used, or reasonably capable of being used, for commercial, retail or professional purposes, together with their respective tiered benefit classifications as otherwise set out in this declaration. The land included in the Scheme is situated within the geographical area in which the properties described in paragraphs 6 and 7 of this declaration are included.


3. In declaring the Scheme, Council is performing functions and exercising powers in relation to the peace, order and good government of the municipal district of the Moreland City, in particular the encouragement of commerce, retail activity, and employment opportunities within the area for which the Special Charge is declared.

4. The total cost of the performance of the function and exercise of the power by Council (in relation to activities associated with the encouragement of commerce, retail activity and employment opportunities in the area for which the Special Charge is declared) and also the total amount of the Special Charge to be levied by Council is referable to the following: a) For the first year of the Scheme (being for the period 1 July 2018 to 30 June

2019), an amount of $344,190 will be levied; b) For the second year of the Scheme (being for the period 1 July 2019 to 30 June

2020), an amount of $344,190 will be levied; c) For the third year of the Scheme (being for the period 1 July 2020 to 30 June

2021), an amount of $344,190 will be levied; d) For the fourth year of the Scheme (being for the period 1 July 2021 to 30 June

2022), an amount of $344,190 will be levied; and e) For the fifth year of the Scheme (being for the period 1 July 2022 to 30 June

2023), an amount of $344,190 will be levied. These being amounts which, in total, will raise an amount of $1,720,950 over the 5 year period of the Scheme.

5. The period for which the Special Charge is declared and will remain in force is a period of 5 years commencing on 1 July 2018 and ending on 30 June 2023.

6. The area for which the Special Charge is declared is all of the land referred to as the Sydney Road Brunswick Shopping Precinct, as identified and shown on the plan set out in the attachment forming a part of this declaration (Attachment 1).

7. The land and the properties in relation to which the Special Charge is declared is all that rateable land described in the following street addresses:

30–890 (inclusive) and 29–881 (inclusive) Sydney Road, Brunswick;

1-8 (inclusive) Sparta Place, Brunswick; and

2-22 (inclusive) Tripovich Street, Brunswick. 8. The above properties are more particularly set out in the listing of ratable properties

set out in the attachment forming a part of this declaration (Attachment 2). 9. Declared and assessed in accordance with the amounts set out below as they are to

be applied to each property in the attachment forming a part of this declaration (Attachment 2), such amounts having respectively been assessed and levied on the basis of a rate in the dollar applied to the capital improved value (CIV) of each property included in the Scheme (such values to be initially determined and as in force as at 1 July 2018); and

10. The Special Charge will be assessed and levied on the basis of, firstly, a rate in the dollar applied to the capital improved value (CIV) of each property included in the Scheme (such values are to be initially determined as those in force as at 1 July 2018) and secondary, on the basis of tiered benefit classifications so that for the first, second, third, fourth and fifth years of the Scheme, the following amounts will be payable by those properties in the corresponding tiered benefit classifications:


a) Tier 1 (CIV $0 - $399,999.99) properties pay $260; b) Tier 2 (CIV $400,000 - $599,999.99) properties pay $330; c) Tier 3 (CIV $600,000 - $799, 999.99) properties pay $445; d) Tier 4 (CIV $800,000 - $999.999.99) properties pay $585; e) Tier 5 (CIV $1,000,000 - $1,999,999.99) properties pay $670; f) Tier 6 (CIV $2,000,000 - $2,999,999.99) properties pay $$1,100; g) Tier 7 (CIV $3,000,000 - $3,999,999.99) properties pay $1,500; and h) Tier 8 (CIV $4,000,000 plus) properties pay $1,900

11. The properties included in the Scheme will otherwise be subject to general revaluations and supplementary valuations on the same cycle as Moreland City Council general rates and charges.

12. The Special Charge will be levied by sending a notice of levy in the prescribed form annually to the person who is liable to pay the Special Charge, which will require that the Special Charge must be paid in the following manner: a) By 1 annual payment to be paid in full by the due date fixed by Council in the

notice; or b) By 4 instalments, to be paid by the dates which are fixed by Council in the notice.

13. Council will consider cases of financial and other hardship and may reconsider other payment options for the Special Charge.

14. No incentives will be given for payment of the Special Charge before the due date for payment.

15. Council considers that there will be a special benefit to the persons required to pay the Special Charge because there will be a benefit to those persons that is over and above, or greater than, the benefit that is available to persons who are not subject to the Special Charge, and directly and indirectly as a result of the expenditure of the Special Charge, the viability of the Sydney Road Brunswick Shopping Precinct as a business, commercial and retail area, and the value and the use, occupation and employment of the properties and the businesses included in the Special Charge Scheme area will be maintained or enhanced through increased economic activity.

16. For the purposes of having determined the total amount of the Special Charge to be levied under the Scheme, Council further considers and formally determines for the purposes of sections 163(2)(a), (2A) and (2B) of the Act, that the estimated proportion of the total benefits of the Scheme to which the performance of the function and the exercise of the power relates (including all special benefits and community benefits) that will accrue as special benefits to all of the persons who are liable to pay the Special Charge is in a ratio of 1:1 (or 100%). This is on the basis that, in the opinion of Council, all of the services and activities to be provided from the expenditure of the Special Charge are marketing, promotion and advertising related and will accordingly only benefit those properties and businesses included in the Scheme that are used, or reasonably capable of being used, for retail, commercial or professional purposes.

17. The SRBA is to be authorised to administer the proceeds of the Special Charge on the express condition that the SRBA enters into a funding agreement with Council for the period of the Special Charge.


18. Council’s Director Planning and Economic Development or the person for the time being acting in that position, for the purposes of paragraph 17 of this resolution, be authorised to prepare the funding agreement between Council and the SRBA by which administrative arrangements in relation to the Special Charge are confirmed, such agreement being to ensure that at all times, and as a precondition to the payment of any funds by Council to the SRBA, Council is, and remains legally responsible for approving, directing and controlling the expenditure of the proceeds of the Special Charge in accordance with its obligations under the Act to do so, and such funding agreement to be submitted to Council for sealing.

19. Notice be given to all owners and occupiers of properties included in the Scheme and all persons who have lodged a submission and/or an objection in writing of the decision of Council to declare and levy the Special Charge commencing on 1 July 2018, and the reasons for the decision.

20. For the purposes of paragraph 19, the reasons for the decision of Council to declare the Special Charge are that: a) Having received only three objections to the Scheme, it is otherwise considered

that there is a broad level of support for the Special Charge from the owners and occupiers of all properties included in the Scheme;

b) Council considers that it is acting in accordance with the functions and powers conferred on it under the Local Government Act 1989, having regard to its role, purposes and objectives under the Act, particularity in relation to the encouragement of commerce, retail activity and employment opportunities in and around the Scheme area;

c) All persons who are liable or required to pay the Special Charge and the properties respectively owned or occupied by them will receive a special benefit in the form of an enhancement or maintenance in land values and/or a maintenance or enhancement in the use, occupation and enjoyment of the properties; and

d) The basis of distribution of the Special Charge amongst those persons who are liable or required to pay the Special Charge is considered to be fair and reasonable.

21. The SRBA be advised of the matters specified in paragraphs 1, 17 and 18 of this resolution.


REPORT

1. Policy Context Moreland’s Economic Development Strategy 2016–2021 recognises it is important to ensure Activity Centres within the municipality are economically attractive. The strategy emphasises the importance of working with business associations and other stakeholders to implement and oversee Special Rate and Charge Schemes (and other initiatives) for marketing, promotional and business development purposes.

2. Background A Special Rate or Charge Scheme has generally and successfully operated in the Shopping Precinct since 1993. The current Scheme is a renewal and seeks to re-introduce the existing Scheme which ends on 30 June 2018. A Special Rate or Charge or a combination of a Special Rate or Charge Scheme is governed by Part 8 of the Local Government Act 1989 (the Act). In declaring a Special Rate or Charge or a Combined Scheme, Council must determine that:

The proposal relates to the performance of a function or the exercise of a power of Council; and

There will be a special benefit to those properties that fall within the proposed Scheme boundary.

The most recent Scheme commenced on 1 July 2013 and is due to conclude on 30 June 2018. During the most recent Scheme, Council worked together with the Sydney Road Business Association (SRBA) in the spirit of mutual cooperation and partnership to expend the funds raised by the Scheme. At the conclusion of this Scheme, Council has, administratively, paid the SRBA a total of $1,487,812.43 over the five year period of the Scheme. On 21 November 2017, Council received a letter from the SRBA requesting that Council begin the statutory process to renew the Scheme for a further 5 years, commencing on 1 July 2018 and ending on 30 June 2023. The purpose of the Scheme to be declared by Council is to defray promotional, advertising, marketing and business development expenses associated with the encouragement of commerce, retail, professional activity and employment in the Sydney Road Brunswick Shopping Precinct. Council will continue to work with the SRBA under the proposed Scheme. The SRBA will act on Council’s behalf in relation to the expenditure of the funds raised by the Scheme for the purposes listed above. The expenditure of the funds by the SRBA must always be approved by Council in accordance with a funding agreement between Council and the SRBA. The SRBA is an incorporated association, managed by an elected Committee of Management. The SRBA has developed a draft Business Plan which is currently being reviewed. The Business Plan will form the framework and will guide the actions of the SRBA. At the March 2018 Council meeting, Council resolved to commence the statutory process to renew the Scheme (DED) In accordance with Council’s statutory obligations under the Act, a public notice outlining the details of the Proposed Declaration of a Combination Special Rate and Charge Scheme for the Precinct was published in the Moreland Leader and the Northern Leader newspapers on Monday, 19 March 2018 and displayed in the Brunswick Town Hall and the Coburg Civic Centre and Council’s website The closing date for receipt of submissions and objections by Council was 5 pm on Wednesday 25 April 2018.


The proposed Scheme boundary map (Attachment 1) to this report and remains relatively unchanged from the most recent Scheme, which ends on 30 June 2018. A total of 620 rateable properties (referrable to the existing businesses conducted on those properties) are included within this this designated Scheme area. The land and the properties to be included in the Scheme are described in the following street addresses

30–890 (inclusive) and 29–881 (inclusive) Sydney Road, Brunswick; 1-8 (inclusive) Sparta Place, Brunswick; and 2-22 (inclusive) Tripovich Street, Brunswick. Because it is considered they will also receive a relevant ‘special benefit’, the Scheme will also apply to ‘non-residential’ rateable properties situated in Sydney Road, Brunswick between Sydney Road and Moreland Road. This will include properties that directly front Sydney Road and properties that are accessible via laneways or arcades, for example, Sparta Place, Barkly Square and the Brunswick Market. The rateable properties list is included at Attachment 2.

On Tuesday, 20 March 2018, Council sent letters to all affected property owners and occupiers included in the proposed Scheme, advising that Council had received correspondence from the SRBA requesting that Council formally commence the statutory process to declare a renewal of the Scheme for a further 5 year period and that Council would consider this matter at the March 2018 Council meeting. Following the March 2018 Council meeting, Council sent letters to all affected property owners and occupiers included in the proposed Scheme (sent Tuesday 20 March 2018). The letters advised of Council’s intention to declare a Combination Special Rate and Charge Scheme for the Sydney Road Brunswick Shopping Precinct, Council’s commencement of the statutory process (and included a copy of the public notice, special charge boundary map and a list of achievements from the SRBA). The letter also included an estimation of the levy amount that would be applied to the property. A total of 3 submissions were received during the statutory exhibition period. This included 2 written objections and 1 verbal objection to the proposed renewal of the Scheme. Council is required to consider the submissions and objections received as a part of the statutory process. After doing so, Council can then make a decision on the declaration of the ‘Sydney Road Brunswick Shopping Precinct Combination Special Rate and Charge Scheme’. The Hearing of Submission meeting was held on Wednesday 16 May 2018 (at which persons who wished to be heard in support of their submission or objection were allowed to address the Committee). No submitters, objectors or members of the community attended.


3. Issues During the exhibition period, 3 submissions were received (Attachment 3) and included 3 objections against the proposed renewal of the Scheme (2 written and 1 verbal). The submission and objection period was open from Monday 19 March and ended on Wednesday 25 April. After the submissions and objection period finished, Council was made aware that some of the letters intended for the occupiers were incorrectly marked Return to Sender (RTS) by Australia Post and then not returned to Council until after the submission and objection period had finished. To ensure that all affected owners and occupiers had reasonable opportunity to make a submission, Council officers hand delivered the returned letters on Thursday 10 May 2018 with an attached letter explaining the issue and extending the submission period until 13 June 2018. As a result any new submissions will be considered by Council. At the time this report was written no further submissions had been received.

4. Consultation At its March 2018 Council meeting (DED9/18), Council resolved to commence the statutory process for the declaration of a Special Charge under the Act. A public notice was published in the Moreland Leader and Northern Leader newspapers on Monday, 19 March 2018 (Attachment 4). The public notice commenced the statutory consultation process to renew the Scheme. Further, the public notice advised that any person may make a written submission to Council about the proposed Scheme. It also advised that any person liable to pay the Special Charge may also make a written objection to Council about the proposed Scheme. The closing date for receipt of submissions and objections by Council was 5 pm on Wednesday 25 April 2018. The public notice was also displayed at the Brunswick Town Hall and at Council’s Coburg Citizen Services, and published on Council’s website. On Tuesday, 20 March 2018, Council sent letters to all affected property owners and occupiers included in the proposed Scheme. The letters advised of Council’s intention to declare a combination Special Rate and Charge Scheme for the Sydney Road Brunswick Shopping Precinct, Council’s commencement of the statutory process (and included providing a copy of the public notice) and an estimation of the levy amount that would be applied to the property. Council acknowledged receipt of all submissions and objections in writing. The acknowledgement letter provided details of the Hearing of Submissions Committee meeting, which was held on Wednesday, 16 May 2018 and invited those persons making submissions to speak of their submissions at that meeting if they wished to do so. No submitters, objectors or members of the community attended the Hearing of Submissions Committee meeting on 16 May 2018.



6. Financial and Resources Implications The Special Charge will be assessed and levied on the basis of a rate in the dollar applied to the capital improved value (CIV) of each property included in the Scheme (such values to be initially determined and as in force as at 1 July 2018). The Special Charge will be assessed and levied on the basis of, firstly, a rate in the dollar applied to the capital improved value (CIV) of each property included in the Scheme (such values are to be initially determined as those in force as at 1 July 2018) and secondary, on the basis of tiered benefit classifications so that for the first, second, third, fourth and fifth years of the Scheme, the following amounts will be payable by those properties in the corresponding tiered benefit classifications: Capital Improved Value (CIV) Tier 1 (CIV $0 - $399,999.99) properties pay $260; Tier 2 (CIV $400,000 - $599,999.99) properties pay $330; Tier 3 (CIV $600,000 - $799, 999.99) properties pay $445; Tier 4 (CIV $800,000 - $999.999.99) properties pay $585; Tier 5 (CIV $1,000,000 - $1,999,999.99) properties pay $670; Tier 6 (CIV $2,000,000 - $2,999,999.99) properties pay $$1,100; Tier 7 (CIV $3,000,000 - $3,999,999.99) properties pay $1,500; and Tier 8 (CIV $4,000,000 plus) properties pay $1,900 Tiered Benefit Classifications For the first year of the Scheme (being for the period 1 July 2018 to 30 June

2019), an amount of $344,190 will be levied; For the second year of the Scheme (being for the period 1 July 2019 to 30 June

2020), an amount of $344,190 will be levied; For the third year of the Scheme (being for the period 1 July 2020 to 30 June

2021), an amount of $344,190 will be levied; For the fourth year of the Scheme (being for the period 1 July 2021 to 30 June

2022), an amount of $344,190 will be levied; and For the fifth year of the Scheme (being for the period 1 July 2022 to 30 June

2023), an amount of $344,190 will be levied. These being amounts which, in total, will raise an amount of $1,720,950 over the

5 year period of the Scheme. The administration of the proposed Scheme renewal takes place by Council collecting the funds raised by the Special Charge and then, administratively, distributing those funds to the SRBA in quarterly instalments each year, which funds will be expended by the SRBA in accordance with the approved Business Plan, the annual Marketing Plan and the funding agreement. The administration of the Scheme requires dedicated Council officer time and input from a number of internal branches such as Revenue Services, Finance and Economic Development, and is included in Economic Development’s base budget.


7. Implementation It is proposed that:

Council will consider the submissions and take into account the objections received by Council in accordance with sections 163A, 163B and 223 of the Act; and

Council will consider whether (or not) to declare the Combination Special Rate and Charge for the Sydney Road Brunswick Shopping Precinct.

If Council resolves to declare the Scheme, the following steps will occur:

The SRBA will be advised of Council’s decision; Council will advise, by letter, all of the affected property and business owners,

and also all of those persons who lodged a submission, of Council’s decision regarding the Combination Special Rate and Charge for the Sydney Road Brunswick Shopping Precinct;

If Council resolves to declare the Special Charge, then those persons liable to pay have 30 days after receipt of the levy notice in which those persons may lodge an appeal with VCAT under section 185 of the Act and exercise any rights under section 185AA of the Act; and

Council enters into a funding agreement with the SRBA, which will commence on 1 July 2018.

Attachment/s 1⇩ Proposed Sydney Road Brunswick Shopping Precinct Combination

Special Rate and Charge Scheme - Plan of Scheme Area D18/66695

2⇩ Rateable Properties List - Schedule 2 to Proposed Declaration D18/68885 3⇩ Submissions and Invitation to Speak - Hearing of Submissions to the

Sydney Road Brunswick Special Charge Scheme - 16 May 2018 Meeting

D18/168083

4⇩ Moreland Leader and Northern Leader Public Notice - Proposed Combination Special Rate and Charge Scheme for Sydney Road Brunswick Shopping Precinct

D18/188525


DED38/18 STATUTORY REQUIREMENT - PLANNING SCHEME REVIEW (D18/157971)

Director Planning and Economic Development City Strategy and Design

Executive Summary Section 12B of the Planning and Environment Act 1987 (the Act) requires a planning authority to review its planning scheme no later than one year after the approval of the Council Plan. Consequently, a review of the planning scheme and report outlining its findings is required to be submitted to the Minister for Planning by 30 June 2018. A review of the Moreland Planning Scheme (MPS) has been undertaken, and the report outlining the findings of the review is included at Attachment 1. The Planning Scheme Review (PSR) is an examination of the entire planning scheme, and makes recommendations for future work to inform the continuous improvement of the planning scheme. The review has found that the MPS is operating well and significant improvements have been made in recent years. These improvements include:

A revised and significantly simplified Municipal Strategic Statement (MSS), that defines areas for significant, moderate and minimal change utilising the new residential zones;

Formalisation of structure plans for Coburg and Brunswick into the planning scheme; Formalisation of design guidelines for Council’s neighbourhood activity centre network; Introduction of a Developer Contributions Plan; and Introduction of the Moreland Industrial Land Strategy. Key recommendations of the PSR reflect the need for the MPS to continue to evolve, and reflect recently adopted policies, strategies and State Government reforms. The key further work items identified in the PSR are summarised as follows:

Identifying ways to streamline zone and overlay controls, to improve useability and reduce planning permits for minor matters;

Reviewing the built form and land use controls for Brunswick and Glenroy Activity Centres to strengthen employment outcomes on former industrial land and simplify the controls;

Considering how the existing Neighbourhood Character Local Policy aligns with the new Residential Zones;

Ensuring the MPS supports housing to meet the needs of our growing and changing population; and

Ensuring the MPS contributes to growing the Urban Forest and protecting creek corridors.

Future work in accordance with the recommendations of the PSR will be carried out separately to this review.

Officer Recommendation That Council: 1. Endorses the Moreland Planning Scheme Review 2018 Report, at Attachment 1 to this

report. 2. Submits the Moreland Planning Scheme Review 2018 report to the Minister for

Planning in accordance with section 12B (1) of the Planning and Environment Act 1987.


REPORT

1. Policy Context Planning and Environment Act 1987 Section 12B of the Planning and Environment Act 1987 (the Act) requires a planning authority to review its planning scheme no later than one year after the approval of the Council Plan. Consequently, a review of the planning scheme and report outlining its findings is required to be submitted to the Minister for Planning by 30 June 2018. Smart Planning Reforms As part of the Department of Environment, Land, Water and Planning (DELWP) Smart Planning program, DELWP is proposing changes to the form and content of planning schemes, earmarked to be implemented by the Minister for Planning as an amendment to the Victoria Planning Provisions in mid-2018. Recently the Minister extended the required date to 31 December 2018 for Councils to submit their Planning Scheme Review (PSR) in light of these proposed changes. At the time the extension was announced, Council’s PSR was substantially complete and Council officers have determined not to delay the completion of the PSR. Council can undertake changes to the Moreland Planning Scheme to implement the Smart Planning Reforms as a separate process, informed by the findings of the PSR. Council Plan The Moreland Planning Scheme underpins delivery of the Council Plan 2017-2021 (Council Plan) through directing land use and development in Moreland. Council Action Plan (CAP) items of particular relevance to the Moreland Planning Scheme are included in the Key Strategic Objective Progressive City. These are listed below:

P1: Enhance liveability, affordability and sustainability by guiding growth, and excellence in urban design and development:

P1b) Better planning and development outcomes: Improve the quality of development;

P1d) Moreland Industrial Land Strategy (MILS) Implementation; P1h) Excellence in ESD outcomes; P1i) Residential Zones (Review); P1k) Establish an ongoing monitoring and review program for the Local

Planning Policy Framework; P1p) Medium Density Housing Review; and P1r) Urban Heat Island Action Plan (Implementation).

This review has considered the Council Plan and made recommendations that will enable the Moreland Planning Scheme, within legislative parameters, to contribute to the achievement of the CAP. Previous Planning Scheme reviews The last formal Planning Scheme review of the type outlined in this report was undertaken in 2010. While the Moreland Planning Scheme is usually reviewed every 4 years, there were significant changes to the Municipal Strategic Statement and the Local Planning Policy Framework during 2014/2015 which meant a wholesale review was not required in addition to the work undertaken at that time.


2. Background Review methodology The review methodology is based on the practice note titled ‘Review of Planning Schemes’ prepared by DELWP in June 2015. In accordance with the practice note, the PSR report evaluates the planning scheme to:

Identify major issues facing the municipality; Demonstrate how the Municipal Strategic Statement implements State Planning

Policy Framework (SPPF); Assess the strategic performance of the scheme; Document the strategic work that has been completed or carried out since the

last review of the scheme and any additional work required to strengthen the strategic direction of the scheme;

Articulates the monitoring and review that has been carried out; Outlines the consultation process and its outcomes; and Make recommendations arising from the review including:

Suggested changes to the strategic objectives and strategies of the Local Planning Policy Framework;

Suggested changes to the Victoria Planning Provision (VPP) tools to achieve the strategies and ensure the objectives and desired outcomes are being met;

New strategic work necessary to support future policy development or changes to the provisions of the scheme;

Suggested changes to improve operational and process practices; and Identifying any planning application or other data that may need to be

collected to inform the next review. Review inputs Extensive background work has been undertaken to inform the PSR Report. The 6 key inputs are described in detail in Appendix 2 of the PSR Report and summarised follows:

Consultation with relevant internal departments of Council; The Local Planning Policy Framework Monitoring Program; Audit of the previous PSR Report prepared in 2010; Review of policy and legislative reforms, including major planning scheme

amendments (State and Local) since the Moreland Planning Scheme underwent major change in 2015;

Audit of all planning scheme provisions including zones, overlays and particular provisions; and

A review of influential Planning Panel Reports and Victorian Civil and Administrative Tribunal (VCAT) decisions.


3. Issues Review findings The review has found that the Moreland Planning Scheme is operating well, and that significant improvements have been made in recent years. To ensure the Moreland Planning Scheme continues to support the delivery of a sustainable, liveable Moreland and reflects recently adopted policies, strategies and State Government reforms, the PSR Report makes recommendations for further work as follows:

Identifying ways to streamline zone and overlay controls, to improve useability and reduce planning permits for minor matters;

Reviewing the built form and land use controls for Brunswick and Glenroy Activity Centres to strengthen employment outcomes on former industrial land and simplify the controls;

Considering how the existing Neighbourhood Character Local Policy aligns with the new Residential Zones;

Ensuring the Moreland Planning Scheme supports housing to meet the needs of our growing and changing population; and

Ensuring the Moreland Planning Scheme contributes to growing the Urban Forest and protecting creek corridors.

Full detail on all recommendations is include at Attachment 1. Implementing the recommendations Each of the recommendations of the PSR Report (31 in total) are prioritised in the report at Attachment 1 as high, medium or low priority. The recommendations are included in the report at page 51 onwards. The high priority recommendations are committed to in either the Council Plan, or the Strategic Planning Unit Service Unit Plan for 2018/2019. Many of the high priority recommendations will be considered as part of the Medium Density Housing Review already underway, or undertaken concurrent to the restructuring of the Moreland Planning Scheme required by the Smart Planning Reforms due to be announced by the Minister in mid-2018. The medium priority recommendations are recommended to be included in the relevant Service Unit Plans for the 2019/2020 year. The low priority recommendations are detailed to be actioned prior to the next PSR in 2022. Human Rights Consideration The implications of this report have been assessed in accordance with the requirements of the Charter of Human Rights and Responsibilities.

4. Consultation The PSR was undertaken as collaborative project involving officers from various branches across the organisation.

One on one discussions and workshops were held with Council officers from various branches including Economic Development, Environmental Health, Environmentally Sustainable Design, Open Space, Transport, Places, Strategic Planning, Urban Design, and Social Planning and Policy over December 2017 to April 2018;

The Urban Planning Unit (responsible for the assessment of planning permits) was consulted through a series of workshops in 2018;

Councillors were briefed at the Councillor Briefing on 12 April 2018.



6. Financial and Resources Implications The funds required to action the further work identified as part of the High priority actions in the Planning Scheme Review are budgeted for within the proposed 2018/2019 budget for the Strategic Planning Unit. A budget bid has been made for the Medium Density Review Implementation for the 2018/2019 financial year, which will have relevance for the PSR Report recommendation related to Neighbourhood Character. Budget bids may be required to action the medium and low priority actions in future years. This would be determined as part of scoping the further work required to respond to these actions.

Attachment/s 1⇩ Planning Scheme Review Report D18/140719


DED39/18 COUNCIL ACTION PLAN ITEM - DELIBERATIVE DEVELOPMENT RESEARCH PAPER (D18/166632)

Director Planning and Economic Development Places

Executive Summary This report responds to the priority in the Council Plan 2017-2021 to enhance liveability, affordability and sustainability by guiding growth and excellence in urban design and development. The relevant deliverable is:

Council to partner in one pilot deliberative development project – to showcase a model for the community and encourage more deliberative development models in Moreland (P1g).

The 2017/2018 Council Action Plan action is to prepare a research paper and recommendations for Council to consider. This report presents the research paper findings. Deliberative development provides an alternative to conventional models to fund, design and deliver housing which is specifically designed for the future purchaser, not an investor market. The research paper provides an overview of the different types of deliberative development, potential benefits, risks and example case studies. Benefits achieved from deliberative development are identified as quality design and high standards of environmental sustainable development. It is noted that these outcomes can be achieved through other development models too. Housing affordability has not been shown to be an intrinsic outcome of deliberative development models. Affordable housing has only been found to be achieved in deliberative development models when undertaken by a housing association or other social housing provider. An outcome that can also be achieved through other development models. The research finds there is no need for Council to partner in a pilot deliberative development project as the market is already filling this space, expanding in the area and showcasing the model well to the community. Whilst not recommending Council become an active partner or player in deliberative development, the research findings emphasise that Council’s efforts should continue to be focussed on the development of a Design Excellence Scorecard for developments exhibiting a very high standard of design, environmental standards and community benefits (including public, social or affordable housing). Council could release a Council owned site to market with conditions it be developed using a deliberative model, noting such a condition will narrow the market significantly and reduce the market value of the land. It would reduce the risk and complication for conditions of sale/lease to be limited to the outcomes Council is seeking (for example, quality design, high environmental standards, affordable/social housing) rather than limiting the development model to be used. This would also keep the potential market more open and reduce the diminishment of land value. With regard to the availability of Council owned land for a pilot deliberative project, there are no known sites which aren’t already encumbered in some way (for example, special rate car parks) and/or are already committed to a community benefit (for example, future park, community hub, potential social housing project). Alternatively, there is the potential for the Land Trust, once it gets going, to consider the feasibility of using a deliberative/participatory approach when developing sites for affordable/social housing.


Officer Recommendation That Council: 1. Notes the Deliberative Development Research Paper, at Attachment 1 to this report,

and confirms its support for the deliberative development model. 2. Determines not to pursue partnering in a pilot deliberative development project at this

time, and to consider it with regard to development of Council land on a case by case basis dependent on the design quality and community benefits to be achieved and the most viable delivery model to achieve this.


REPORT

1. Policy Context This item relates to the Council Plan 2017-2021, under Progressive City, specifically:

27: Key Priority: P1. Enhance liveability, affordability and sustainability by guiding growth, and excellence in urban design and development

Deliverable: P1g) Council to partner in one pilot deliberative development project – to showcase a model for the community and encourage more deliberative development models in Moreland.

The 2017/2018 Council Action Plan action is to prepare a research paper and recommendations for Council to consider. The Moreland Municipal Strategic Statement and Moreland Apartment Design Code seek to encourage a quality and a diversity of housing types within Moreland. The Moreland Affordable Housing Strategy seeks to introduce new methods of achieving affordable housing provision.

2. Background On 9 December 2015, Council resolved via Notice of Motion NOM53/15 to:

Acknowledge deliberative development as a model which can ensure that future owner-occupiers can purchase a dwelling which more closely meets their needs than the speculative development model.

Meet with key stakeholders involved with the deliberative development model to get a better understanding of how such a model can be realised in Moreland.

Receive a report at a subsequent Council meeting outlining how Council could apply deliberative development to form part of its own development projects.

Council is increasingly concerned about the affordability of housing in the municipality, along with the quality, diversity, sustainability and urban design of new developments. There is a concern that the typical conventional development models seen in Moreland (and Melbourne generally) have a tendency to produce generic, poor quality apartment products that are relatively expensive and aimed at an investment market. Deliberative development models are perceived as a possible means by which housing can be developed that improves affordability, sustainability, diversity and design quality. The Deliberative Development Research Paper (Research Paper) at Attachment 1 explores deliberative development and these perceived benefits.

3. Issues The Research Paper was prepared to assist Council to better understand the deliberative development process and financing model. The paper outlines the different types of deliberative development models that exist in Australia and overseas and the different characteristic of each model including:

Who is delivering the model/s; How the model impacts on housing quality and affordability compared to a

conventional development model; The potential risks of the model.


Deliberative development is an umbrella term which refers to a number of alternative housing models ranging from Participatory Development to Baugruppen Developments to Cohousing models. The models all seek to achieve more tailored housing outcomes, providing for different degrees of input for future owners into the design and layout of developments. They tend to deliver good quality architectural and environmental sustainable development outcomes and an overall reduction in costs for the future owners (due to minimal to no car parking and shared facilities such as laundries).

Participatory – this model is similar to conventional development models in its financing structure but commences with some element of participation in the design of the development. Ranging from specific questions about apartment layout through to the importance of particular environmental features and shared spaces, to discussion and analysis of predetermined objectives set by the project.

Baugruppen – German for building group, a community-oriented way of living with the shared responsibility of building the project. In this model people get together to finance, purchase, design and construct the building they will eventually live in.

Co-Housing - intentional communities of private homes clustered around shared space with common values which tend to promote sustainability and communal life. Each house typically has traditional private amenities, including kitchen with shared spaces typically being a common house, laundry and garden areas.

Benefits The Research Paper details the benefits of deliberate development, summarised below.

Reduced costs which are passed on to the purchaser – this includes reduction or removal of development profit, and removal of fees and charges relating to marketing and sales;

Greater involvement of the future owner/occupier in the design which delivers housing tailored to the expectations and needs of future occupants;

Removing unnecessary aspects of the building to reduce construction costs – this can range from such things as eliminating second bathrooms within apartments, to providing shared laundries through to removing all car parking. It is not clear that these measures are reducing costs overall as it appears in current examples any savings have been replaced by additional costs that contribute to better and higher quality design elements and enhanced environmental sustainable development features;

Creating well-functioning neighbourhoods and communities with shared public spaces, fostering a shared responsibility for where people live and a sense of identity.

High quality architectural outcome, including choice of materials, architectural detail and a positive street address.

High levels of environmental sustainability including features to reduce energy consumption and overall operational costs for the homeowner.

Many of the benefits of deliberative development can be achieved in conventional development, such as high quality architecture, Environmental sustainable development and urban design outcomes and are not guaranteed because of the model. Similarly, while the design quality of deliberative development projects in Australia are generally very high this is not guaranteed by the model and is likely to be more a result of the values and priorities of the people who participate in the process.


Affordability Current examples of deliberative development do not appear to be addressing broader housing affordability issues, but with current examples in Moreland at least, it would seem purchasers get a better quality home for the same price as they pay for other housing in Moreland. The cost savings gained through the deliberative delivery and finance model appear to be transferred to adding in features. For example cost savings from such things as removing on site car parking, no second bathrooms etc. tend to get reinvested in the building to provide quality architectural and environmental sustainable development features. Except where a housing association or similar buys into the development to deliver social or affordable housing the constructed apartments are not significantly different in cost to an apartment in a conventional development. Financing and development risk The financial models for deliberative development vary, typically the financial structure for the range of development types can be summarised as:

Participatory – the financial structure is the most closely aligned with a traditional development with a developer purchasing and developing the land. The key difference is the “pre-sales” process commences around the time the planning approval is obtained and draws from a pre-identified pool – in the case of the Moreland Nightingale examples, this happens via a ballot. Purchasers then participate in the design process;

Baugruppen – land is purchased at market value and residents essentially buy into the project, with everyone purchasing their unit in the building on spec before it has been developed. The percentage of upfront funds required by purchasers differs across projects with standard amounts being 30% of the assumed costs of the development. Under this model the project manager and bank structure a package of financing by pooling the individual mortgages for the units of future residents that fund all phases of the construction;

Co-Housing – privately funded by future occupants, with some examples delivered by housing associations.

The finance structure for the Baugruppen model has inherent risks for future purchasers, whether that be a set of individuals or if Council was the proponent. Overall while the deliberative development model provides more power to future purchasers in the design and delivery of a project and limits the profit of the builder/developer, it is able to do so by transferring development risk to the individual purchasers (or Council as the case may be). The Research Paper details the risks of deliberate development, summarised below as:

The development model is at early evolution stage, and developer familiarity is limited;

Satisfying higher benchmarks/development standards presents higher risk; There is limited understanding of impacts on development return and

affordability; Higher risk of potential developers withdrawing (before contract is signed); Delivery risks are not materially different under normal economic conditions,

however impacts of economic downturn on the model is untested and this presents a higher risk for any developer and Council in the event of adverse conditions;

The Baugruppen model transfers greater risk onto purchasers, and there is significant reputational risk and negative community sentiment in the event of an unforeseen development risk arising and being borne by the purchaser;

Reputational risk from negative community sentiment if objectives not satisfied (for example, affordability).


In addition to the above financing considerations Council must be mindful that the market for such development models is narrower than the market which would respond to any proposal to sell or lease Council land without restriction. As a result the market value achieved for the land is likely to be lower than it would be without such restrictions. Opportunities for Council to partner in a pilot project The Council Plan deliverable seeks Council to partner in a pilot project to showcase the model to the community and encourage more deliberative development models in Moreland. It is questionable whether there is a gap in the market and community knowledge of deliberative development models which would justify Council stepping in to pilot and showcase the model. Since the original Council decision in 2015 there has been a growing uptake of the use of the deliberative development model by the private sector. Constructed examples in Moreland include The Commons and Nightingale 1 developments, at 7 and 6 Florence Street, Brunswick respectively. Nightingale Housing alone has 11 additional projects in active development, 9 of these in Moreland – including the Nightingale Village centred around Duckett Street, Brunswick. There has also been an increase in knowledge sharing of the models, ranging from Nightingale Housing marketing and information sharing to formal seminars held by the Municipal Association of Victoria and others. It is therefore considered it is not necessary for Council to invest resources in getting actively involved in this space as a partner in a pilot project. Council plays a minimal role as a developer of housing. If Council was to partner in being the proponent of a pilot deliberative development model, Council would take on development risk outlined above. Council’s role is limited to the sale or lease of Council land with conditions on how it is developed. It is possible for Council to release a site to market with conditions it be developed using a deliberative model. However, a deliberative model has been found to increase risks to purchasers and subsequently to Council. It would reduce the risk and complication for conditions of sale/lease to be limited to the actual outcomes Council is seeking (such as quality design, high environmental standards, affordable/social housing) rather than limiting the development (deliberative financing) model to be used. With regard to the current availability of Council owned land for a pilot deliberative project, there are no known sites currently available which are not already encumbered in some way (for example, special rate car parks), which impacts greatly on their development viability, and/or are already committed to a community benefit (for example, future open space, community hub, potential social housing project). Notwithstanding the current unavailability of potential sites, Council could consider supporting a deliberative development model on a case by case basis dependent on the design quality and community benefits to be achieved and an assessment of the most viable delivery model to achieve this at the time. There is also the potential for the Land Trust, once it gets going, to consider the feasibility of using a deliberative/participatory approach when developing sites for affordable/social housing.


Council has a greater role in influencing the housing market via its planning function and in this regard Moreland has led on a number of initiatives to improve design quality and environmental sustainable development outcomes, including the Moreland Apartment Design Code and Environmental Sustainable Development Policy, both of which are now part of the Moreland Planning Scheme. Further work on the proposed Design Excellence Scorecard is the next frontier for Council in this space. The Moreland Integrated Transport Strategy draft recommendations also include proposed changes to car parking rates which will further support aspects of the deliberative development model. These policy positions support deliberative development – based on desired outcomes rather than a specific delivery or deliberative finance model and it is recommended this is where Council’s efforts are most relevant and add the most value. Human Rights Consideration The implications of this report have been assessed in accordance with the requirements of the Charter of Human Rights and Responsibilities.

4. Consultation Councillors have been consulted at the Councillor Briefing Workshop held on 4 June 2018. Advice was sought from relevant officers across Council via a cross organisational project team. The research report was informed by discussions with representatives from the Nightingale model, as well as representatives from other example case studies included in the report.


6. Financial and Resources Implications The funds to prepare the attached research paper were covered in the 2017/2018 Places Branch budget. If Council chooses to proceed immediately with a project, assuming a suitable site could be identified, it is estimated a budget of approximately $300,000 would be required plus an additional $100,000 to cover an additional staff resource.

7. Implementation There are no immediate implementation steps required as a result of this report. If Council determined to proceed with a pilot project despite the recommendations of this report, a Business Case would need to be prepared and budget and staff resources allocated accordingly. It is recommended a more detailed assessment of risk and feasibility would be the first step in this instance, followed by the identification of an available unencumbered and surplus Council property on which to undertake the pilot.

Attachment/s 1⇩ Deliberative Development Report D18/197142


EMOD2/18 COUNCIL PLAN 2017-2021: COUNCIL ACTION PLAN FINANCIAL YEAR 2017/2018 - QUARTER THREE REPORT (D18/193820)

Executive Manager Organisation Development Corporate Planning

Executive Summary Council Action Plan (CAP) performance reporting rates Council’s progress towards meeting the annual targets set in the 2017-2021 Council Plan. This third quarter (January–March 2017) performance report provides a view of achievement against the CAP for the financial year 2017/2018 (FY18). Overall 85% of CAP items were either achieved or on target by the end of Quarter 3. At the conclusion of Quarter 3, 27 CAPs have an ‘achieved’ status and thus all required actions have been completed, including: the implementation of the 2018 Northern Region Collaborative Procurement Program (which was proactively led by Moreland); completion of all year one actions to support disability: Responding to National Disability Insurance Scheme (NDIS) reforms (which included community consultation and plan endorsement); and endorsement of the Municipal Public Health and Wellbeing Plan 2017-2021 (by the Department of Health and Human Services). An additional 11 deliverables have one or more actions recording a status of ‘behind target’ at Quarter 3 but are expected to meet end of financial year targets and strategies have been put in place to support them to be achieved. This report also recommends resetting the target dates for the following 5 CAP items; as they have one or more actions identified as being agreed to change or changing as a result of a Council resolution as follows:

CAP 3: Deliverable: C1c) Indigenous Employment – reset to adjust target ‘iii) Annual report to Council of progress on the implementation plan by June’. This item was discussed at a briefing session and does not require a further report as actions are able to be implemented within existing resources.

CAP 53: Deliverable: P7a) i) Shopping Strip Renewal Program – ‘ii) Accelerate Shopping Strip Renewal program by designing and constructing 2 additional centres’: This has been reset in line with the Council Resolution at the May meeting.

CAP 60: Deliverable: P9b) Become a 'Plastic Wise' Council by banning all disposable plastic items at Council festivals and events – i) The draft strategy was planned to be presented to the June Council meeting for endorsement to undertake consultation. In May 2018 Council resolved (NOM15/18) Zero Waste to Landfill by 2030, that the Waste and Litter Strategy be ready for adoption by Council at or before the end of the 2018 calendar year.

CAP 63: Deliverable: R2a) Improved Community Engagement – One of the two actions for this CAP item has been achieved. Action item 2 is being extended after discussion with the community reference group to allow the process more time.

CAP 67: Deliverable: R3d) Fleming Park – The draft master plan was deferred until April Council meeting, with final report to be presented to July 2018 meeting as per Council’s resolution. Whilst the original reset target of June 2018 will be missed, the additional consultation requested impacted the June timeline.


Officer Recommendation That Council: 1. Notes the third quarter performance report for the 2017/2018 Council Action Plan at

Attachment 1 to this report. 2. Resets the targets for Council Action Plan items: 3, 53, 60, 63 and 67 noting the

details are contained in the Council Action Plan 2017-2018 Performance Report Third Quarter: 1 January–31 March 2018, at Attachment 1 to this report.


REPORT

1. Policy Context The Council Plan 2017-2021 (Council Plan) was adopted by Council in July 2017. The Council Plan sets the vision, purpose, values, strategic objectives and key priorities to be delivered over the 4 year life of the plan. The Council Action Plan 2017-2018 (CAP) contain the initiatives and actions and the corresponding measures and targets that are to be delivered during the 2017/2018 financial year, to achieve the vision articulated in the Council Plan.

2. Background CAP performance reporting forms part of the corporate performance reporting cycle presented to Council. Detailed results for third quarter performance reporting against the CAP including summary charts by department, are provided in Attachment 1. For the CAP the results are as follows:

Status Number Percentage Achieved 27 35% On Target 38 50% Behind Target 11 14% Discontinued * 1 1% Total 77 100%

*Discontinued – CAP 25, also includes achieved status for one action of this CAP. Achieved CAP items (9 items - all required actions were completed) CAP 7 - Deliverable: C2c) Municipal Public Health and Wellbeing Plan

(MPHWP) 2017-2021 – Completed the Year 4 Report (MPHWP 13-17) and submitted and accepted by Department of Health and Human Services (DHHS). Monitoring and evaluation framework developed and submitted to DHHS.

CAP 8 - Deliverable: C2d) Upgrades and management of active sporting infrastructure, including pavilions and surfaces – All clubs were sent ground management plans as part of their approved allocations. Club consultation activity has also concluded.

CAP 12 - Deliverable: C3c) Disability: Responding to NDIS reforms – Actions to complete this item include: consultation with community and agencies; presenting to Council on the plan for future service delivery; and exploring opportunities to provide support services under the NDIS in Moreland.

CAP 42 - Deliverable: P2g) Review the Moreland Parking management Policy: will guide the implementation of parking management across the city – The Draft Parking Management Policy was endorsed by Council for public comment and the final Policy was adopted at the May Council meeting.

CAP 50 - Deliverable: P4d) Greening Sydney Road – Council endorsed the draft Cooling the Upfield Corridor Action Plan in March 2018, for public consultation in April-May 2018.

CAP 58 - Deliverable: P8b) Create a hub for the Arts and invest in the Arts industries – Arts Infrastructure Plan with an action plan was endorsed at the 14 March 2018 Council Meeting.

CAP 66 – Deliverable: R3c) Merlynston Hall: Construction works are progressing in accordance with the project program for completion by June 2018, which aligns with the measure of commencement of construction works.


CAP 70 - Deliverable: R4a) Review of the Local Government Act – Council’s submission to the Local Government Bill Exposure Draft was endorsed by Council at the March 2018 meeting, which enabled a formal response to be provided to Local Government Victoria by 16 March 2018.

CAP 75 - Deliverable: R5c) Working with Regional Partners – The implementation of the 2018 Northern Region Collaborative Procurement Program established in Q2 has commenced. The three year forward plan has been developed and incorporates a heavy focus on the first 12 months of implementation and a secondary focus for those projects in the two-plus years beyond, providing a three year Regional forward plan.

Behind target CAP items (11 items in total – with one or more CAP action with a status of behind target) CAP 2 - Deliverable: C1b) Food System Strategy – Develop a monitoring and

reporting framework: The monitoring and evaluation framework has been developed and two workshops with key stakeholders to develop final measures has been scheduled for April and May (original target for the reporting component was October).

CAP 5 - Deliverable: C2a) Aquatic and Leisure Strategy – Draft strategy presented to Council in December 2017. 68 public submissions received, hearing meeting held 20 March 2018. Final strategy to be presented to Council in June 2018 (original target was March).

CAP 9 - Deliverable: C2e) Recreation planning – Draft Charles Mutton Reserve Precinct Plan endorsed at March Council meeting. Public feedback invited until April. Final report scheduled to be presented to June Council meeting (the original target for the Charles Mutton Reserve plan to be adopted by Council was March).

Cap 10 - Deliverable: C3a) Responding to Aged Care Reforms – Determine future of Council in delivery beyond June 2020, Councillor Briefing held on 16 April and Councillor workshop held on 14 April 2018 (original target to present the plan for Council endorsement was March).

CAP 17 - Deliverable: C6a) Lighting of Upfield Bike track – Planning for installation of lighting is occurring. Council met with Metro Trains Melbourne on site to discuss requirements for approval. The installation of lighting is now to occur in Quarter 4.

CAP 54 - Deliverable: P7b) Implement Coburg Streetscape Masterplan – Page Street construction is nearing completion with the major works now complete, with full pedestrian and shop access; vehicle access is still closed pending electrical, lighting and furniture installation (the original target to complete construction was by March).

CAP 56 - P7d) Implement Brunswick Structure plan - 2) Community consultation completed and final design prepared based on consultation findings. Tender has now been advertised for construction works of Saxon Street public place, with contractor anticipated to be engaged in May 2018. This will impact the target date for completion of this project, which will be missed, it is now expected that this project will extend into July 2018. (Original target to complete construction by June, to now be completed by June 2018). 3) Brunswick Town Hall and The Mechanics Forecourt – concept design anticipated to be advertised for community consultation in May 2018. This will impact the target date for completion of the design component, which may be missed and now expected by the end of July 2018.

CAP 59 - Deliverable: P9a) Trial, education and implementation of initiatives to actively reduce waste to landfill. 1) A delay in the manufacturing of the required bin surrounds has delayed installation of the 30 Public place recycling bins. Waste Services is currently sourcing an alternative to enable installation and trial by May 2018. These delays may impact the target date for reporting to Council on the findings, as insufficient is time is available for the trial.


CAP 63: Deliverable: R2a) Improved Community Engagement – One out of the two actions for this CAP item has been achieved. Through discussion with the community reference group, more time is required to allow the group to work through the various issues to inform the final framework.

CAP 67 - Deliverable: R3d) Fleming Park - Draft master plan deferred until April Council meeting, with final report to be presented to July 2018 meeting (original date was June 2018).

CAP 76 - Deliverable: R6a) IT Strategy - Data migration is underway. Finance system will be in production by June 2018, and to go live on 1 July 2018. HR/Payroll systems are progressing, and aiming for 1 July launch.

Out of the 76 CAP items 5 deliverables (CAPs 3, 53, 60, 63 and 67) have one of more actions recording a status of ‘behind target’ or are highlighting that the deliverables will not be achieved in this financial year. Due to the nature of the delays for the impacted action items which are out of the control of Council officers or are a requirement to extend timelines to support good community outcomes, this report is recommending resetting of targets. Details for each action item are outlined below:

CAP 3: Indigenous Employment – reset to adjust target 4) Annual report to Council of progress on the implementation plan by June, as per Council direction.

Item No 2017-2018 Action Rationale for change

CAP 3 Deliverable: C1c) Indigenous employment program - Scope and implement a new indigenous employment program to increase the proportion of Aboriginal and Torres Strait Islander staff employed by Council

The current measure and target for action 4 is: Completion of scoping document and proposal for the creation employment program, with presentation of proposed program to Council by June 2018. The following change to target is recommended: Proceed to implementation of actions to improve

inclusiveness which will broaden the employment program on offer in Moreland.


CAP 53: Deliverable: P7a) i) Shopping Strip Renewal Program - Improve the quality of our Neighbourhood Activity Centres & ii) Accelerate Shopping Strip Renewal program by designing and constructing 2 additional centres: reset which have addressed tender market responses which are significantly over budget and thus the expense will run over two financial years and to support the extended Community consultation.


CAP 53

Deliverable: P7a) i) Shopping Strip Renewal Program - Improve the quality of our Neighbourhood Activity Centres & ii) Accelerate Shopping Strip

The current measure and target for action 1 is: 1) Holmes Nicholson Moreland NAC: Construction completed by June 2018. The following change to target is recommended: Council adjusted the delivery target over the 2017/2018 and 2018/2019 financial year at the March 2018 meeting. Works will commence on 30 April 2018. Complete in November 2018 to spread increased cost over two financial years. 2) Design of: Gaffney Street/Pascoe Vale Station Shopping Strip Melville Road The following change to target is recommended: Draft concept design has been completed based on findings of community consultation, with final concept design now due to be completed in the next financial year, as per Council resolution DED 27/18. 3) Bonwick Street: Design Council endorsed shopping strip. The following change to target is recommended: Consultants being engaged to develop concept design, with community consultation to follow. Final concept to be completed in the next financial year, as per Council resolution DED27/18, then proceed to construction stage.

CAP 60 - ) Become a 'Plastic Wise' Council by banning all disposable plastic items at Council festivals and events – The draft strategy was planned to be presented at the June Council meeting for endorsement to undertake consultation. In May 2018 Council resolved via NOM15/18 Zero Waste to Landfill by 2030, that the Waste and Litter Strategy be ready for adoption by Council at or before the end of the 2018 calendar year.


CAP 60

Deliverable: P9b) Become a 'Plastic Wise' Council by banning all disposable plastic items at Council festivals and events Fundamental rethink and potential reorganisation

The current measure and target for this action is: i) Updated Waste and Litter Strategy presented to Council for adoption by June 2018 The following change to target is recommended: The Waste and Litter Strategy be ready for adoption by Council at or before the end of the 2018 calendar year. Given this resolution the Target date for this action has been reset to December 2018. This Action will be rolled over into the Financial Year 2019 Council Action Plan.


CAP 63: Deliverable: R2a) Improved Community Engagement: Whilst the Community Reference Group (CRG) has been established and has met twice, the group has foreshadowed that their contribution will take longer an originally envisioned, which will allow for a more robust and future proof policy.


CAP 63

Deliverable: R2a) Improved Community Engagement - Fundamental rethink and potential reorganisation

The current measure and target for this action is: 1. Council briefing on the draft Community

Engagement Policy by June 2018. The following change to target is recommended: Due to this Council Action Plan being impacted by external factors, where by the Community Reference group have communicated that they require additional time to ensure a more robust policy is achieved, it is recommended that this item be reset to August 2018 and thus be a carried into Financial Year 2019 plan.

CAP 67: Deliverable: R3d) Fleming Park: Whilst the original reset target of June 2018, will be missed, the additional consultation that was requested will result in slippage into July 2018.


CAP 63

Deliverable: R3d) Fleming Park - Rejuvenate Fleming Park to meet the needs of the current and future community

The current measure and target for this action is: 1. Adoption of the refreshed master plan

following community consultation by June 2018.

The following change to target is recommended: Due to this CAP item being impacted by external factors, where by additional community consultation has been sought, there is a requirement to extend the timeline by one month. This will result in the refreshed master plan being adopted in July 2018.


4. Consultation Advice was sought from officers across Council to provide performance results for the CAP second quarter performance report.


6. Financial and Resources Implications The actions in the CAP are funded through the 2017/2018 Budget.

7. Implementation The CAP concludes monitoring with the results of the Quarter 4 report. The full year performance results for the CAP will be made available on Council’s website.

Attachment/s 1⇩ Final Quarter 3 - Council Action Plan - Financial Year 2018 D18/193768


DCS23/18 CYCLICAL REPORT - GOVERNANCE REPORT - JUNE 2018 (D18/187662)

Director Corporate Services Property and Governance

Executive Summary The Governance Report has been developed as a monthly standing report to Council to provide a single reporting mechanism for a range of statutory compliance, transparency and governance matters. The Governance Report – June 2018 includes:

Reports from Committee to Council; Assemblies of Councillors Records; and The Zero Carbon Evolution (ZCE) Annual Achievements Report 2017/2018; The Environmentally Sustainable Development (ESD) – Annual Report; The Moreland Food System Strategy – Summary of Actions; and A proposed addition to the agenda for the Council Meeting on 25 June 2018. This report recommends Council notes the Reports from Committee to Council, Records of Assemblies of Councillors and achievements against the ZCE Strategy in 2017/2018, the ESD Annual Achievements Report 2017/2018 and the Moreland Food Systems Strategy – Summary of Actions. Council is also being asked to consider an additional, confidential item at its meeting on 25 June 2018.

Officer Recommendation That Council: 1. Notes the reports from Committees to Council at Attachment 1 to this report and:

a) In accordance with the Committee recommendations: i. Adopts the revised Terms of Reference for the Oxygen Youth Advisory

Committee at Attachment 1(a) to this report; and ii. Endorses the Oxygen Youth Advisory Committee Charter at Attachment

1(b) to this report. 2. Notes the Records of Assemblies of Councillors held between 1 April and 30 April

2018 at Attachment 2 to this report. 3. Notes the achievements against the Zero Carbon Evolution Strategy included in the

Zero Carbon Evolution Annual Achievements 2017/2018 report, at Attachment 3 to this report.

4. Notes the Environmentally Sustainable Development Annual Achievements Report 2017/2018, at Attachment 4 to this report

5. Notes the achievements outlined in the Moreland Food Systems Strategy – Summary of Year 1 Actions, at Attachment 5 to this report.

6. Receives a report on the status of the Hydrogen Refuelling Station project and a potential variation to the Project Development Agreement, at the Council Meeting on 25 June 2018, which had been scheduled only for Council to consider adopting the 2018/2019 budget, Rating Strategy and Strategic Resource Plan.


REPORT

1. Policy Context The appointment of Councillors to specific areas of responsibility and committees provides a framework for relationships between Councillors and the administration of Council and reporting back of these committees to Council is an important transparency mechanism. Section 80A of the Local Government Act 1989 (the Act) sets out the context in which the Assembly of Councillors Records must be reported to Council. Section 224 of the Local Government Act 1989 provides for the appointment of Authorised Officers for the purposes of the administration and enforcement of any Act, regulations or local laws which relate to the functions and powers of the Council. Under the Planning and Environment Act 1987 Authorised Officers can only be appointed by Council as the Act prohibits delegation of the power to appoint authorised officers. The Municipal Association of Victoria (MAV) is the legislated peak body for local government in Victoria. Council appoints a representative to the MAV to participate at, amongst other things, the two State Council Meetings held annually, and vote in accordance with Council’s policy positions.

2. Background The Governance Report has been developed as a standing monthly report to Council to provide a single reporting mechanism for a range of statutory compliance, transparency and governance matters. In accordance with best practice and good governance principles, and to ensure compliance with the requirements of the Local Government Act 1989 (the Act), the report incorporates matters including reporting of advisory committees, records of Assemblies of Councillors, items relating to the delegation of Council powers, and policy and strategy reporting.

3. Issues Reports from Committees to Council The minutes of the following meetings are provided at Attachment 1 for Council’s information:

Friends of Aileu Community Committee meeting held on 6 February 2018; Family and Children’s Services Advisory Committee meeting held on 15 March

2018; and Oxygen Youth Advisory Committee meetings held on Wednesday 4 April,

Wednesday 18 April and Wednesday 2 May 2018:

In the 3 meetings the Oxygen Committee members were involved in developing a ‘Committee Charter’ and reviewing and revising the Terms of Reference. These discussions were facilitated by Jason Clarke from ‘Minds at Work’.

In each of the sessions the committee members were prompted to reflect on the purpose of the committee as well as their motivation for joining. The committee members also worked on developing their agreed values and behaviours, which were used to inform the Committee Charter.

The Committee reviewed the also current executive structure and propose changes to reflect the main purpose of the Committee, which was as ‘to empower future change makers’.


The resulting proposed Terms of Reference provides a more inclusive structure that aims to develop the leadership skills of all members, with the support and guidance of the ‘Councillors Responsible For’ Youth.

As agreed at the 2 May meeting, the final draft Terms of Reference was circulated and committee members asked for final comment prior to being presented to Council for adoption.

Assemblies of Councillors An Assembly of Councillors is a meeting of an advisory committee of the Council, if at least 1 Councillor is present, or a planned or scheduled meeting of at least half of the Councillors and 1 member of Council staff which considers matters that are intended or likely to be the subject of a decision of the Council or delegate. Some examples include Councillor Briefings, meetings with residents/developers/ clients/organisations/government departments/statutory authorities and consultations. Councillors further requested that all Assembly of Councillors Records be kept for Urban Planning Briefing meetings, irrespective of the number of Councillors in attendance. Records of Assemblies of Councillors and Planning Briefings held during the period 1 April to 30 April 2018 are presented at Attachment 2 for the following meetings:

Finance Committee – 9 April; Councillor Briefings – 9 April, 12 April, 16 April, 18 April; Moreland Arts Board – 10 April; Disability Advisory Group – 11 April; Brunswick Advisory Committee – 19 April; Planning Briefing – 23 April; and Communications Task Group – 24 April. Zero Carbon Evolution Annual Achievements Report 2017/2018 Throughout 2017-2018, MEFL and Council have continued to implement the Zero Carbon Evolution Strategy. This Annual Achievements Report 2017/2018, at Attachment 3, provides a summary of the achievements against this strategy for the year, including discussion of the range of activities and positive outcomes in 2017/2018. Environmentally Sustainable Development (ESD) Annual Achievements Report 2017/2018 This ESD Annual Achievements Report 2017/2018, included at Attachment 4, outlines the 2017/2018 key achievements, issues and future budget allocations for four key environmental sustainability strategy areas being managed by Council’s ESD Unit:

Corporate Carbon Reduction Plan 2015–2020; Watermap 2020; Sustainable Design Assessment in the Planning Process; and Urban Heat Island Effect Action Plan 2016/2017–2025/2026.


Moreland Food Systems Strategy – Year One Achievements A number of key actions have been progressed during the first year of the Food Systems Strategy 2017-2020 (the Strategy):

A network of community members and organisations has been established to support the implementation of the Strategy;

A monitoring and evaluation framework and action plan has been developed in collaboration with key stakeholders, which represents a shared understanding of how progress will be measured against the goals of the Strategy;

In-kind and financial support has been provided for a number of food system projects, including the establishment of three communal food growing sites and enabling the sharing of home food growing knowledge and diverse food cultures through the Backyard Harvest Festival; and

Council has engaged with other important food system work taking place regionally and nationally through sponsorship of the 2018 Urban Agriculture Forum.

The Food Systems Strategy Summary of Actions is at Attachment 5. Additional item for June 25 Council Meeting At its meeting on 6 December 2017, Council set the dates for its ordinary Council meetings for 2018. In setting the date for the 25 June 2018 meeting, Council determined the business would be limited to considering the adoption of the Proposed 2018/2019 Budget, Strategic Resource Plan and Rates Strategy. At its meeting on 11 October 2017, Council resolved (DED90/17) to enter into a Project Development Agreement (PDA) with Talent with Energy Pty Ltd, trading as the Hydrogen Utility TM – H2U (H2U). The PDA is required to facilitate the proposed design, construction, commissioning and operation of a renewable Hydrogen Refuelling Station (HRS) to be carried out by H2U. As a result of changes to the timing of funding under the PDA, Council’s consideration of a proposed variation to the PDA is required. It is recommended this matter is included as an item of Confidential Business at the 25 June 2018 Council meeting. Human Rights Consideration The implications of this report have been assessed in accordance with the requirements of the Charter of Human Rights and Responsibilities.

4. Consultation Advisory committees provide a valuable communication and consultation link between the organisation, Councillors, Council and the community. Consultation activities undertaken to deliver on the Zero Carbon Evolution, the Food System Strategy and the ESD Annual activities are detailed in their reports.


6. Financial and Resources Implications There are no financial or resource implications arising from the recommendation in this report.

7. Implementation The Oxygen Youth Advisory Committee will commence operating in accordance with the Terms of Reference adopted by Council. Subject to Council’s decision, an additional item will be included as Confidential Business in the 25 June 2018 Council meeting agenda.


Attachment/s 1⇩ Assembly of Councillors Record - 1 April 2018 - 30 April 2018 D18/129767 2⇩ Committees to Council Reports - June 2018 D18/188593 3⇩ ZCE Annual Achievements Report 2017/2018 D18/195528 4⇩ ESD Annual Achievements Report 2017/2018 D18/194808 5⇩ Food System Strategy – Year One Achievements D18/190265


DCS24/18 CYCLICAL REPORT - FINANCIAL MANAGEMENT REPORT FOR THE PERIOD ENDED 30 APRIL 2018 (D18/186573)

Director Corporate Services Finance and Business Systems

Executive Summary This report presents the Financial Management Report for the financial year to date (YTD) period ending 30 April 2018. Council has developed and implemented a financial strategy of generating small surpluses to reinvest in much needed infrastructure projects. The YTD Income Statement shows that Council is $7.6 million better than the revised forecast. This comprises overall revenues having ended $2.9 million better than forecast and overall expenditures having ended $4.7 million (3%) better than forecast. If these trends continue, the surplus will provide funds to the Wheatsheaf Hub and Saxon Street multi-use facility projects. Council has spent $39.6 million in capital expenditure which is $9.6 million less than forecast. However, this is an increase compared to the same time last year (YTD April 2017) when the actual spend was $25.0 million and was $7.7 million less than budget at that time. The underspend is forecast to significantly reduce by the end of the financial year.

Officer Recommendation That Council: 1. Notes the Financial Management Report for the Period Ended 30 April 2018 at

Attachment 1 to this report. 2. Approves expenditure of $22,533 in 2017/2018 in support of Council’s obligations to

the Brunswick Business Incubator (BBI) as the Committee of Management.


REPORT

1. Policy Context This report supports Council’s continuing commitment to open and accountable management of the financial resources of Moreland on behalf of its ratepayers.

2. Background The Financial Management Report at Attachment 1 provides Council’s financial statements for the year to date (YTD) period ending 30 April 2018. The actual results are compared to the revised forecast that was presented to the 14 February 2018 Council meeting.

3. Issues Council ended April 2018 with a surplus operating result of $34.1 million which is $7.6 million (29%) better than the YTD budget of $26.5 million. Significant variance explanations below identify where the current YTD variances are expected to be a timing issue or permanent by 30 June 2018. A timing variance is a current difference between actual result and budget which is expected to be resolved before the end of the financial year. A permanent variance is a current difference between actual result and budget which will continue to the end of the financial year. The main items contributing to the overall variance are: Revenue Contributions Monetary ended $3.5 million better than budget.

Due to better than anticipated sub divider contributions as at the end of April 2018 (permanent). Note this income is transferred to Reserves as this income is not available for general expenditure.

Other revenue ended $1.6 million better than budget primarily due to:

Interest on investments $565,000 caused by higher than anticipated cash balances for investment purposes(permanent);

Interest on rates $308,000 (permanent); Citylink Widening Project $179,000 (permanent); Fire Services Levy Administration receipts of $155,000 (timing); Cost recovery in replacement of green waste bins, community transport fees

and delivered meals (permanent). Expenditure Employee Benefits are $1.8 million (3%) less than budget.

The variance relates primarily to roles that have been vacant for part of this year (permanent) and timing differences in the use of the training budget.

Contracts, Materials and Services are $3.5 million less than budget primarily due to:

Consultants and Professionals are currently $1.0 million favourable, primarily due to timing differences in payments for operating projects (timing);

Utilities are currently $557,000 favourable against YTD forecast (timing); Lease payments are $536,000 favourable against YTD forecast mainly as a

result of Council purchasing the trucks it was otherwise leasing as part of the hydrogen truck strategy (permanent).


Capital Projects – Capital Expenditure (CAPEX) The CAPEX program YTD has an actual spend of $39.6 million which is $9.6 million less than the YTD budget of $49.2 million. This is predominately due to timing differences in payments for works completed. However, this is an increase compared to the same time last year (YTD April 2017) when the actual spend was $25.0 million. Cash Cash assets are $114.8 million at 30 April 2018. This is a $5.9 million increase on 30 June 2017 cash levels. Cash fluctuates frequently over the year due to a number of factors including the timing of payments and receipts. Assessment of Solvency Council’s liquidity ratio (Current Assets divided by Current Liabilities) is 2.4 as at 30 April 2018. Victorian Auditor-General's Office (VAGO) recommends that this ratio be 1.5 or higher. This ratio is a positive result and shows that Council is in a strong solvency position. Brunswick Business Incubator (BBI) Council recently took over Committee of Management of the Brunswick Business Incubator. A number of minor maintenance requirements that need attention have been identified at the site. This has occurred outside of the Annual Budget adoption and the budget review cycle. As such, this report seeks approval to spend $22,533 from surplus funds to carry out the works required. Human Rights Consideration The implications of this report have been assessed in accordance with the requirements of the Charter of Human Rights and Responsibilities.

4. Consultation The Finance and Business Systems Branch has prepared this report based on information provided by managers and reviewed by directors.


6. Financial and Resources Implications The overall corporate objective is to deliver the 2017/2018 budget with the best possible outcome for Council and the community and in line with the approved revised forecast targets.

7. Implementation The financial position of Council will continue to be monitored and managed.

Attachment/s 1⇩ Financial Management Report - April 2018 D18/186567


DCS25/18 ADOPTION - PROPOSED MEETING PROCEDURE LOCAL LAW (D18/184626)


Executive Summary Section 91(1) of the Local Government Act 1989 (the Act) requires councils to make local laws governing the conduct of meetings of the council and special committees. Moreland’s current Meeting Procedure Local Law (the 2014 Meeting Procedure) was adopted by Council in 2014. Since that time there have been investigations and reports by oversight bodies regarding council decision making in Victoria, with recommendations for councils to address council meeting processes. The role of Mayor and Councillors has also been further defined in the Local Government Act 1989 and a new Council term commenced in November 2016. The 2014 Meeting Procedure has been reviewed and changes are proposed that take into account recommendations from oversight bodies and seek to improve clarity and reflect current good governance practice to support Council’s decision making. The proposed Meeting Procedure Local Law is at Attachment 1. Before making a local law, community consultation must be undertaken in accordance with the Act. Council commenced community consultation about the proposed Meeting Procedure Local Law in April 2018, giving public notice and inviting written submissions. Three submissions were received and one submitter requested to be heard in support of her submission. A Hearing of Submissions Committee meeting was held on Wednesday 23 May 2018. Minor administrative changes and corrections have been made to the proposed Meeting Procedure Local Law since the conclusion of the consultation period. The proposed Meeting Procedure Local Law makes provision for Ordinary Council Meetings designated for Planning and Related Matters, with the intent that these meetings replace the current Urban Planning Committee, in recognition of the significance of planning matters to the community and Council. This report recommends Council adopts the Meeting Procedure Local Law at Attachment 1 and publishes notice in the Victoria Government Gazette. The report also recommends the Urban Planning Committee be dissolved and its delegation revoked, and that Council establish the dates for the Ordinary Council Meetings designated for Planning and Related Matters.

Officer Recommendation That Council, in accordance with Sections 111, 121 and 223 of the Local Government Act 1989: 1. Notes the three submissions received during the consultation period for the proposed

Meeting Procedure Local Law 2018 at Attachment 2 to this report. 2. Makes the Meeting Procedure Local Law 2018, at Attachment 1 to this report, and

places a notice in the Victoria Government Gazette, and public notice in the Moreland and Northern Leader newspapers, in accordance with section 119 of the Local Government Act 1989.

3. Forwards to the Minister for Local Government, the Hon. Marlene Kairouz MP, a copy of the Meeting Procedure Local Law 2018.


4. Writes to the submitters to the proposed Meeting Procedure Local Law 2018 advising of Council’s decision and the reason for the decision.

5. Revokes the Instrument of Delegation and Terms of Reference for the Urban Planning Committee dated 15 November 2017, and dissolves the committee.

6. Sets the dates for Ordinary Council Meetings Designated for Planning and Related Matters for 2018 as 27 June, 25 July, 22 August, 26 September, 24 October, 27 November and 19 December, commencing at 6.30 pm and to be held in Council Chamber, Moreland Civic Centre, 90 Bell Street, Coburg, and gives public notice of the meetings.


REPORT

1. Policy Context The 2017/2018 Council Action Plan includes at CAP 71, Key Priority R4 Provide transparent and effective governance of Council’s operations, the action to revise the local law to improve governance outcomes. The proposed Meeting Procedure Local Law 2018 (proposed MPLL 2018) at Attachment 1 has been developed to respond to the action and support Council’s ongoing commitment to transparent governance.

2. Background The 2014 Meeting Procedure Local Law (2014 MPLL) regulates the use of Council’s common seal, election of the Mayor, Deputy Mayor and governs the conduct of Council Meetings and Special Committee Meetings. In preparing the proposed MPLL 2018, the 2014 MPLL was reviewed against the recommendations of the 2016 Ombudsman Victoria report into the Transparency of Local Government Decision Making, the models used by various metropolitan Victorian Councils and the Good Governance Guide published by the Municipal Association of Victoria (MAV) and Victorian Local Governance Association (VLGA). In developing the proposed MPLL, reference was made to a number of other Council meeting procedure or governance local laws. Particular consideration was given to the different approaches to community participation, ensuring the effective running of council meetings and opportunities to maintain or enhance transparency in decision making. Meeting procedures or governance local laws from councils including; Yarra, Darebin, Banyule, Brimbank, Nillumbik, Boroondara and Moonee Valley were reviewed. The proposed MPLL 2018 also reflects updates to the Local Government Act 1989 (the Act) since the 2014 MPLL was adopted. At its meeting on 16 April 2018, Council resolved to release the proposed MPLL 2018 for consultation in accordance with the requirements of the Act. Three submissions were received.

3. Issues The proposed MPLL 2018 is substantively similar in scope to the 2014 MPLL in that there are no additional areas proposed to be regulated. The key changes proposed are intended to facilitate clarity of procedural requirements through use of plain language and explanatory notes, and underpin the principle articulated by the Victorian Ombudsman that Council Meetings are held to allow decisions to be made in a transparent manner. Minor administrative changes and corrections have been made during the consultation period, including the inclusion of Urgent Business in the order of business for meetings designated for Planning and Related Matters, replacement of the word Agenda with Authorised Officer at clause 40(4) and 42(2) and substitution of the word several with separate at clause 56(2). There are no changes to proposed MPLL 2018 resulting from the consultation. Key changes in the proposed MPLL 2018 from the 2014 Meeting Procedure are:

Insertion of an overview to each section to provide an explanation of the intent of the section;

Inclusion of explanatory notes and references to the Act to provide a ‘one-stop-shop’ for requirements at meetings;

Reordering to group similar and related clauses; A requirement that a procedural motion is seconded and inclusion of the form the

motions should take;


Modification of public question time provisions to:

Require a question to be written in order that a full answer can be provided and Council to provide support for community members to write questions;

Require a member of the community to ask a question in one minute. The discretion for the chair to seek context or background information is retained.

Automatically put questions that have been written that are not asked at the meeting ‘on notice’;

Limit extensions to question time when all questions relating to items on the agenda have been asked;

Remove provision for General Business items; Inclusion of an opportunity for Councillors to raise items proposed to be

submitted as Notices of Motion at future meetings (called ‘Foreshadowed Items’); Expansion of Notice of Motion (NoM) provisions to:

require a NoM to be related to the Council Plan; only call for a report if the action proposed will impact service levels, commit

expenditure not included in the adopted budget, make or amend policy, commits to a contract or concerns litigation;

require the Chief Executive Officer to inform Councillors about legal and cost implications of any proposed NoM;

Removal of Mayor and Councillor reports; Clarification of Urgent Business criteria; Limit the number of extensions of time for a Council meeting and effectively

require a meeting that has not been concluded after 4 hours of commencing to be adjourned until 6 pm the following day; and

Establishment of a Council meeting designated to consider Planning and Related Matters, with the intent that this meeting would replace the current Urban Planning Committee.

Wording changes are proposed throughout to provide clarity. Human Rights Consideration The implications of this report have been assessed in accordance with the requirements of the Charter of Human Rights and Responsibilities. The Local Government Victoria Guidelines for Local Laws Manual also provides for a Local Law Community Impact Statement (LLCIS) to be prepared as part of the consultation process. The LLCIS prepared in relation to the proposed MPLL included an assessment of the proposed MPLL against the Charter of Human Rights and Responsibilities. The proposed local law is not considered to adversely or unreasonably impact upon any of the rights protected under the Charter.

4. Consultation Several discussions were held over four Councillor Briefing sessions to establish the principles of transparency in decision making and the purpose of Council meetings as conducting the business of Council, prior to the development of the draft proposed MPLL 2018 that was released for community consultation. In accordance with the Act, the draft was released for community consultation, with the accompanying LLCIS on 16 April 2018. Public notice was given and written submissions were invited. Three submissions were received and are included as Attachment 2.


The submissions and an officer comment are summarised as:

Summary of Submission Officer Comment

1 Considers the changes, in totality represent, an eroding of citizens democratic rights and diminish the role of elected councillors in favour of un-elected council staff. The specific changes cited are included in the attached submission.

All proposed changes have been drafted to support Council to ensure the purpose of the meeting is upheld and that its decisions are made in a transparent way. The proposal to remove the provision for General Business is designed to ensure the community is aware of the decisions to be put before Council at a particular meeting. While an initial limit of 30 minutes for Public Question Time is proposed, there is provision for an extension of time to allow for questions relating to items on the agenda. Providing a written question will support community members to get a more complete answer to questions responded to at the meeting as well as those taken on notice. While one minute is the proposed maximum time for each question to be asked, the Chair is explicitly provided with the discretion to seek contextual or background information. The proposal for disallowance for a question by the Mayor only includes circumstances where a question is improper or repetitive (as specified) and the proposal to not include public question time at a meeting designated for Planning and Related Matters (Planning Meetings) reflects the current distinction between the Urban Planning Committee and Council. Addresses by objectors/applicants are specifically permitted at Planning Meetings in the proposed local law, rather than the current situation where they are allowed by custom, rather than permitted by the local law. Only rejection of an improper Notice of Motion by the Chief Executive Officer is proposed and an opportunity for resubmission is included. The proposed provisions for the Chair to direct Councillors or other people in relation to their conduct are included to support the good conduct of a meeting. The removal of Issues and Discussions Workshops from the Local Law provides flexibility for Councillors to work with the Chief Executive Officer to make effective arrangements for these forums.


Summary of Submission Officer Comment

2 Concerned benchmarking of other council meeting procedures was with Councils with governance issues. The submission asks: Why was Yarra, a neighbouring

Council well regarded for its resident satisfaction, not benchmarked against?

What are Darebin’s meeting procedures? How has Darebin’s meeting procedures changed since the Ombudsman’s involvement?

What are Brimbank’s meeting procedures? How has Brimbank’s meeting procedures changed since the State Governments intervention?

What research has been done into Banyule’s procedure that allows members of the gallery to speak for or against a report?

The councils named in response to a question at the April 2018 Council meeting regarding benchmarking for the proposed Meeting Procedure Local Law was not exhaustive. Neighbouring council local laws, including the Yarra meeting procedure, were reviewed/benchmarked. All council Meeting Procedures are available on their website. Darebin’s Governance (Meeting Procedure) Local Law was adopted in September 2017. The report notes the Local Law had been updated to reflect current governance practices at Darebin such as Councils commitment to transparency and accountability. A detailed review of what has changed has not been undertaken. The Brimbank Governance (Meeting Procedure) Local Law was updated during the final term of the Panel of Administrators appointed by the State Government, in preparation for the return of elected Councillors. The Chair of the Panel of Administrators at that time was former head of Local Government Victoria, and current Moreland Audit and Risk Committee Chair, Mr John Watson. Reference to Banyule’s meeting procedure was in relation to Notices of Motion in particular.

3 Disagrees with changes to Public Question Time, suggesting the changes are seeking to curtail community input. All questions should be allowed, regardless of whether a matter is included on the Agenda. Limiting the time for each question to 1 minute is unfair. It is important Council listens to the views of community members and petitioners and engages with them.

The purpose of a Council meeting is for debate and deliberation of matters by Council. It is important this debate and decision making is fully informed and takes into consideration the views of the community. The best opportunities to consult with, and hear from, the community are when there is time for clarification and confirmation of issues raised, that is prior to the decision making forum. Public Question Time is provided for members of the community to seek information from the Council, rather than for community members to advocate or express views. Current community consultation and engagement processes are currently being reviewed with a view to implementing more effective processes and practices.


Submitter 2 requested to be heard in support of her written Submission. A Hearing of Submissions Committee met on 23 May 2018 to provide the opportunity for Submitter Two to speak to her submission, however she did not attend, advising she would be satisfied with a written response to the items raised in her submission. A written response will be provided to all submitters. No other submitters or community members attended the Hearing of Submissions Committee meeting. No changes were made to the proposed MPLL 2018 as a result of the submissions received.


6. Financial and Resources Implications The financial or resources implications that will result from Council adopting a new meeting procedure local law will be as a result of providing additional support for community members to write their question for Public Question Time. Initially, Governance and/or Civic Facilities staff will provide the support, with an investigation of the opportunities for Customer Service Officers to provide the support will occur in the 2018/2019 financial year. Funding required for giving public notice of the adoption of the local law is included in the 2017/2018 Annual Budget as this was a Council Plan item.

7. Implementation Subject to Council making the MPLL 2018, notice will be published in the Victoria Government Gazette and public notice given in the Moreland and Northern Leader newspapers and copies of the MPLL made available on Council’s website and at Customer Service Centres and additional supporting information and staff will be made available to assist those requiring support for written questions. It is proposed the dates and times currently set for the Urban Planning Committee meetings be established as the dates and times for Ordinary Council Meetings designated for Planning and Related Matters, and notice given to the community.

Attachment/s 1⇩ Proposed Meeting Procedure Local Law 2018 - For Adoption D18/193341 2⇩ Submissions to Meeting Procedure Local Law for Presentation to

Council D18/188897


DCS26/18 STATUTORY REQUIREMENT - PROCUREMENT POLICY ANNUAL REVIEW (D18/185535)

Director Corporate Services Finance and Business Systems

Executive Summary The Local Government Act 1989 requires Council to review the Procurement Policy each financial year. The 2017/2018 review process included a desktop assessment, discussion at Councillor Briefing on 7 May 2018, and consultation and discussion with Council officers including the Executive Group. Minor but strategic amendments were identified and significant inclusions added to the policy. The updated Procurement Policy includes seven Procurement Principles including collaboration and sustainability (environment, social and economic) and consolidation of social procurement and sustainability principles into one section that includes Social Sustainability, Environmental Sustainability and Economic Sustainability. The updated Procurement Policy is at Attachment 1.

Officer Recommendation That Council adopts the Procurement Policy 2018/2019, at Attachment 1 to this report, following an annual review.


REPORT

1. Policy Context Councils are required by Section 186A (7) of the Local Government Act 1989 (the Act) to review their Procurement Policy (the Policy) at least once each financial year. This year’s review also embraces guidance provided in the Victorian Local Government Best Practice Guidelines 2013, best practice of our respected regional local government partners and aligns with relevant internal policies and guidance.

2. Background Council has a Policy which has formed the basis of the updated Policy at Attachment 1 with amendments and re-structuring to ensure clarity of current Council priorities. This review has resulted minor but strategic amendments and significant inclusions to the policy to provide clarification for staff to ensure the realisation of Council’s strategic objectives.

3. Issues Feedback and discussion with Councillors at a Councillor briefing included:

Concern about the realisation of environmental priorities through procurement activities over the past year;

Commentary around the principle of collaboration and alignment to delivering cost efficiencies through collaborative procurement with regional Councils;

The re-structuring of corporate social responsibility and the importance of ensuring the consolidation of environmental, economic and social sustainability will enhance organisational achievement in these high priority areas;

Further information around the support of processes in the Policy to alter the level of risk assessment, to improve quality outcomes; and

The re-structuring and investment in the Procurement team over the past year to provide the capacity to undertake an assessment for all procurement activity over $50,000 against Council objectives.

This feedback has been incorporated and the key changes include:

Introduction of 7 procurement principles at the forefront of the Policy, including collaboration and sustainability (environment, social and economic);

Minor changes to wording across various sections of the policy; Removal of Table 3.4.2.1 delegations table and replacement with referral to the

‘Instrument of delegations and sub-delegations’; Consolidation of social procurement and sustainability principles into one section

3.3, detailing Social Sustainability at 3.3.1; Environmental Sustainability at 3.3.2 and Economic Sustainability at 3.3.3;

Revision of Table 3.3.2 - quotation thresholds to increase competitive quotation outcomes;

Clarity of quotation requirements for Panel contracts, acknowledging pre-qualification;

The provision of access to those State Government Registers available to Local Government under ministerial approval. For example, the construction supplier register (CSR);

Review of the risk assessment threshold from $5,000 to $30,000 to improve the value added to the process, for low-medium risk procurement activities;

Procurement team involvement to undertake an assessment on spend above $50,000;

Introduction of a negotiation stage for best and final offer on all procurement activities above $50,000 by the procurement lead;


A requirement, when engaging consultants to act as experts, to request the disclosure of relationships or situations where there may be an actual or perceived conflict of interest, which could undermine their use in present or future capacities; and

Relocation of some detail around the authority to purchase process in to the procurement framework.


4. Consultation Consultation occurred over the past 12 months with managers and Council officers. Any changes have been reflected in the updated Policy. The updated Policy was reviewed and endorsed by the Moreland Executive Group. Councillors were consulted at a Briefing on 7 May 2018.


6. Financial and Resources Implications There are no direct financial implications or resource implications related to this policy. Proper application of the Policy will continue to improve general financial outcomes relating to purchasing and contract management.

7. Implementation Once endorsed, the Policy will be uploaded to the internet as a public policy and communicated to all Council officers.

Attachment/s 1⇩ Procurement Policy 2018-2019 D18/185565


DCS27/18 COUNCIL ACTION PLAN ITEM - CUSTOMER SERVICE STRATEGY (D18/195019)

Director Corporate Services Citizens Services

Executive Summary The 2017/2018 Council Action Plan commits Council to refreshing its Customer Service Strategy, with the objective of achieving a 90% customer satisfaction rating by the end of this Council term. The Customer Service Strategy is an internal set of actions designed to achieve the targeted improvements. It encompasses a series of objectives, themes and actions, which will be revised and implemented year-by-year. This report outlines the features of the organisation’s Customer Service Strategy and reports on the implementation of key initiatives to date.

Officer Recommendation That Council notes the objectives, themes and key actions of the internal Customer Service Strategy.


REPORT

1. Policy Context The Council Plan 2017-2021 (Council Plan) commits Council to a range of customer service improvements, with the objective of reaching a 90% satisfaction rating, as measured by Local Government Victoria’s Community Satisfaction Survey, by the end of this Council term. Council’s rating at the time on this commitment was 84%. The Council Action Plan 2017/2018 (CAP) includes a refresh of the Customer Service Strategy, aimed at achieving the 90% satisfaction goal.

2. Background Council services a growing and rapidly changing municipality, delivering an extremely broad range of services to its community, making it a highly complex environment in which to deliver good customer service. Expectations and service needs have changed as the community demographic has shifted, and there are several key drivers which the revised Customer Service Strategy must respond to: Population growth Moreland’s population grew by 10% (to 162,000 people) in the 5 years since its previous Customer Service Strategy was developed. Moreland’s population is projected to grow to more than 200,000 people by 2021 and by a further 20,000 people over the following decade. This level of growth signals a significant increase in demand for services which Council will need to proactively plan for and deliver. Volume growth Around 90,000 customer requests are created every year in Council’s Customer Relations Management Platform (CRM). The top requests types include reporting dumped rubbish, leaving a phone message, tree pruning and maintenance requests and requests to review parking fines. Council’s CRM numbers, which were sitting at approximately 70,500 per year in 2014/2015, have increased significantly over the past 5 years and managing the volume of requests will continue to require attention within the organisation. In response, Council will need to consider the services it provides and the standards to which they are provided and the resourcing needed to achieve this as well as the process and system improvements to streamline this. While service planning is not part of the scope of the Customer Service Strategy, it is important to note, as service areas need to be equipped to deliver the services they are being asked to provide, otherwise Council’s efforts to provide improved Customer Service platforms will not deliver the desired outcomes. Demographic change Contrary to national trends, Moreland’s community is getting younger, and long-term projections suggest that the over 60-year-old demographic will remain static at around 16 per cent over the next decade. The fastest growing group in the community is aged between 18 and 34, who are digital natives, not only comfortable with online platforms, but expecting to effectively transact with Council at the time and location of their choosing.


Preferences relating to channels for customer contact Currently, 78% of households in Moreland have an internet connection. This has increased from 70% at the beginning of the decade. Moreland’s customer service data shows a steady uptake of digital self-service that is increasingly performed on mobile devices like smart phones. Social media requests have increased dramatically, albeit from a small base. Recent customer surveys have identified Moreland’s online platforms as significantly positive in comparison to other metropolitan Councils. In contrast, there has been a steady reduction of resident visits to Moreland’s customer service counters, particularly at the Glenroy and Brunswick sites. Phone contact remains steady and remains the predominant channel used by customers to contact Council. In response, Council will need to continue development and expansion of online platforms (including adding ‘live chat’) while also ensuring customers who do not use these platforms are not left behind. Regulatory change Amendments to the Local Government Act 1989 currently before the Victorian Parliament will significantly redefine what a complaint to Council is. Items which have previously been viewed as service requests (such as missed bins and dumped rubbish) will need to be classified as complaints. This will affect approximately 75% of the current 90,000 customer requests Council receives per annum. It means that they will need to be resolved to uniform standards of timeliness, fairness, transparency and appropriate communication back to the customer. Technology change Council’s current customer request system was acquired more than 10 years ago and there is now more sophisticated technology available to enable improved responsiveness and ‘closing the loop’ more easily with customers. Council will need to consider its future customer request system platform.

3. Issues Current performance The graph below illustrates Council’s performance in Local Government Victoria’s annual Community Satisfaction Survey. Council’s target is to achieve a 90% or greater level of satisfaction by the end of this Council term. The last performance score recorded was 88%.


Completed actions Over the past 18 months the following initiatives have been implemented as part of revising Council’s Customer Service Strategy:

Accommodating call volumes more efficiently to improve performance on this communication channel. Changes including targeted rostering in the contact centre at peak times, along with individual and team Key Performance Indicators to reduce waiting times and repeat calls, streamlined workflows, and a more appropriate and modern call centre office environment.

An online knowledge management system (on the staff intranet) was introduced for the first time. This provides Customer Service Officers (and all Council officers delivering services to the customer) with a single source of truth about Council processes, which allows them to appropriately advise customers. These measures increased capacity and likelihood of resolution at the first point of contact, resulting in fewer repeat calls, escalations and complaints.

The introduction and refinement of the corporate Interactive Voice Response (IVR). These are the messages a caller hears when they ring the main Council phone number, and allow the caller to select from a small number of options. These IVR developments allow customers to reach the subject matter expert they seek directly, avoiding delays and the need for them to call back. Since the introduction of the Planning IVR in September 2017 more than 80 calls a day have gone directly to that queue. Getting to the expert the first time reduces repeat calls to Council.

Recruitment of a complaints handling officer and commencement of the development of a draft complaints resolution policy. This role has also allowed some of the most complex complaint issues to be handled directly by the officer and enhanced communication with the customer on these issues.

Customer Service Strategy objectives and themes The Customer Service Strategy sets out actions to be undertaken within the organisation. It includes a set of objectives, 5 key strategy themes, 24 key actions and is accompanied by a rolling 1 year action plan. The Customer Service Strategy objectives are as follows:

Customers will have a consistent, positive and timely experience with Council; Customers have a clear understanding of Council’s role, services and service

standards; Customers have increased choice and convenience in interacting with Council

and its services on their channel of preference; Customers are informed of the outcomes of their queries, request and

complaints; Customers see the changes their feedback produces and feel empowered to

influence improvement; and Customers value and trust Council. There are 5 strategy themes: 1–Understand our customer Council will have a robust understanding of the demand for its services and how they should be provided. Information and data will be collected via a range of means through ‘Voice of the Customer’ and similar surveys. Post call surveys will be introduced to help inform internal process changes to improve the experience that customers have at first point of contact. The use of market research and other community engagement methodologies will help inform in a granular way where Council needs to communicate better about the services it can deliver and what is not part of its remit.


2–Better define our services and standards Test current and proposed service models and processes internally and with customers to ensure proper alignment with community expectations. More clearly define our service standards and our ability to deliver greater consistency. 3–Improve our processes and systems Customers will be supported to get to the right place the first time and are able to find the required services in an intuitive and time-efficient manner. This will involve a greater focus on the systems and tools used internally to support this objective. Council will endeavour to complete service needs at the first point of contact and deliver services to the customer efficiently and consistently. 4–Enable our staff Council is committed to engaging employees that are highly motivated, flexible, and capable of providing high quality, personalised services. Employees will be provided with extensive support and training to make more autonomous decisions within policy frameworks and there will be a greater focus on accountability for the customer experience. 5–Monitoring and measuring our performance The customer service standards set will outline what customers can expect and can be delivered repeatedly. Each standard has a defined metric to measure against and there is clear accountability for their delivery. The following table sets out the key strategy themes, actions and Year 1 plan:

Key strategy themes

Key strategy actions Year 1 actions

1. Better understand our customers

1.1 Implement a program to collect customer insights

1.1.1 Continue ‘Voice of the Customer’ survey on an annual cycle (introduced in March 2018)

2. Better define our services and standards

2.1 Collaboration between functions (customer service and business improvement etc.) to consider the service standards in our key services

2.1.1 Examine a sample of the high volume services for clarity of standards and implement improvements if required.

3. Improve our processes and systems

3.1 Develop a channel strategy and targets

3.1.1 Develop a channel strategy that provides a choice of channels accessible to all sectors of the community.

3.2 Enhance digital self-service options

3.2.1 Develop the corporate website as the channel of choice.

3.3 Explore the feasibility of a new CRM system

3.3.1 Complete feasibility and market analysis

3.3.2 Procure new system if feasible


Key strategy themes

Key strategy actions Year 1 actions

4. Enable our staff 4.1 Enhance corporate knowledge base for use by all staff

4.1.1 Promote awareness of knowledge management system to a broader range of staff

4.2 Enhance training in customer service

4.2.1 Collaborate with Learning and Development to design enhancements to progress customer service knowledge.

4.3 Enable staff to make decisions to resolve requests at first point of contact where appropriate

4.3.1 Collaborate with existing delegations/processes projects to ensure this lens is applied when reviewing processes to identify appropriate decision points and levels of delegation

5. Monitoring and measuring our performance

5.1 Report on Customer Service commitments

5.1.1 Establish reporting framework on Customer Service commitments

5.2 Keep customers informed about the progress of their request or complaint

5.2.1 Pilot the introduction of SMS advice to customers on completion of request.


4. Consultation A Customer Service Improvement Project Board was established in mid-2017 with representatives from across the organisation to provide the widest input into the various initiatives to be undertaken. A series of workshops were conducted with the Moreland Executive Group and senior customer service providers across the organisation to identify and agree on the core principles to inform the refreshed Customer Service Strategy. A further series of Rapid Improvement Workshops are underway to codify internal arrangements and Service Level Agreements will be introduced to align process to customer service outcomes for the community. Encouragingly, Moreland’s customer service approval rating as measured by the Local Government Victoria’s annual community satisfaction survey, is heading in the right direction, with the result of the last year coming in at 88%.


6. Financial and Resources Implications Most parts of this strategy are actionable within existing resources. The largest financial and resource impact will be if a decision is taken to invest in a new CRM. This is being further scoped in year one to allow such an exercise to be better understood prior to making a decision. A business case may be developed if the resource demand is higher than currently available within the organisation.


7. Implementation Implement Year 1 actions from the draft Customer Service Strategy.



DCS28/18 RESPONSE TO GENERAL BUSINESS ITEM - COUNCIL OWNED LAND BETWEEN 71 AND 73 WINIFRED STREETS, OAK PARK (D18/159926)


Executive Summary At its August 2017 meeting, Council resolved, via General Business item GB36/17, to receive a report about the status of the Council owned land between 71 and 73 Winifred Street, Oak Park, as shown at Attachment 1 to this report. Council further determined the report should detail if some of this land will be required for vehicular entry/exit from John Pascoe Fawkner Reserve (the Reserve) and the feasibility of using at least some of this land for native plantings and/or community garden usage. An assessment by Council officers identified this section as an important link for pedestrians to the Reserve that should be retained. There is an opportunity to vegetate and integrate paths to provide connectivity to the broader area. An example of how this might be achieved is shown at Attachment 3 to this report. A preliminary estimation for these works is $65,000 plus GST. Further scoping of works and cost assessment would need to be undertaken to ensure the path continues to provide appropriate pedestrian access to the park. These works are unbudgeted in the current financial year, or in the Capital Works Program. Despite it acting as open space, the land between 71 and 73 Winifred Street, Oak Park is a road on title so property owners at 71 and 73 Winifred Street, Oak Park have legal ‘road’ abuttal to their titles shown in blue on the plan at Attachment 2 to this report. This means that these two properties could request vehicular access off this ‘road’ in the future if they develop their sites. Council officers propose a road discontinuation be commenced for the entire length of Bernard Street in accordance with section 206 and clause 3 of Schedule 10 of the Local Government Act 1989. This will protect Council’s property interest in retaining the land for its existing and future pedestrian access link to the Reserve and prevent any future development requiring access onto this important open space linkage.

Officer Recommendation That Council: 1. Commences the procedures to discontinue Bernard Street, Oak Park in accordance with

section 206 and clause 3 of Schedule 10 of the Local Government Act 1989. 2. Gives public notice of the proposed discontinuance in accordance with sections 223 and

207A of the Local Government Act 1989 in Moreland and Northern Leader newspapers and on Council’s website, and invites written submissions from 3 July until 1 August 2018. The notice will state that if discontinued, Council proposes to retain the land from the former road in accordance with Section 3.3.1 of the Council’s Rights of Way Associated Policies 2011 and Section 3.2.3 the Rights of Way Strategy 2011.

3. Appoints Councillor __________________ as Chair, and Councillors ____________, ______________, and _________________ to a Committee to hear any submitters requesting to be heard in support of their written submission.

4. Sets the Hearing of Submissions Committee to be held on Wednesday 22 August 2018, at 6 pm at the Moreland Civic Centre, 90 Bell Street, Coburg.

5. Receives a further report outlining any submissions received, including a summary of proceedings of the Hearing of Submissions Committee, and presenting a recommendation in regard to whether to proceed with the proposal to discontinue Bernard Street, Oak Park.


REPORT

1. Policy Context The Council Plan 2017-2021, recognises Council’s services must respond to the City’s changing form while maintaining and enhancing our transport and open space networks, community facilities and services, and the wellbeing and connectedness of our people. Council’s Rights of Way Associated Policies 2011 and Rights of Way Strategy 2011 have been used in assessing this proposal.

2. Background At its August 2017 meeting, Council resolved, via General Business item GB36/17 to receive a report about the status of the Council owned land between 71 and 73 Winifred Streets, Oak Park shown at Attachment 1 to this report.

Council further determined the report should detail if some of this land is required for vehicular entry/exit from John Pascoe Fawkner Reserve and the feasibility of using at least some it for native plantings and/or community garden usage. The area between 71 and 73 Winifred Street, Oak Park has been identified as a road (R1) on title plan LP11526, noted as Bernard Street, shown blue at Attachment 2. This section of road between 71 and 73 Winifred Street, Oak Park formed part of a broader subdivision of land containing Francis and Bernard Streets and rights of way (ROW) shown within the orange lines at Attachment 2. In 1954 Council acquired lots from 431 to 463 and 470 through to 504 on LP11526 together with all roads on the plan shown within the orange lines at Attachment 2. These roads are not on Council’s register of public roads as they are being used for open space purposes. This site is known as John Pascoe Fawkner Park. Council aerial records show the road link has been open since 1979 and it is likely the link has been open to the public since these lots were acquired.

3. Issues Council officers have undertaken an investigation of the road, known as part of Bernard Street (the Road), both in its current physical appearance and potential future use as outlined within the General Business item GB36/17. Road The Road is unconstructed with an informal linear earth path from Winifred Street into John Pascoe Fawkner Reserve, with trees, grass and some vegetation scattered throughout. The unmade road is 15 metres in width, an average road width, which is wide enough for two way vehicle movement and pedestrian pathways. The road does not have a concrete crossover entrance, only a kerb and channel along Winifred Street and is blocked off to vehicles at John Pascoe Fawkner Reserve. The adjoining property owners at 71 and 73 Winifred Street, Oak Park have legal road abuttal to their titles. This Road provides for vehicle access into future development for these properties. Vehicle access to John Pascoe Fawkner Reserve is provided via Frances Street with car parking surrounding the oval and buildings. The Road is not listed on Council’s register of Public Roads, it is currently used for open space purposes not road purposes.


Infrastructure within the Road The Road contains Councils drainage infrastructure that links into the Moonee Ponds Creek catchment area. In addition, a Council water meter is located to the rear of 73 Winifred Street, Oak Park. Transport purposes The Road provides direct access to:

A network of walkable laneways cross Sylvester, Gregory, John, Ethel and Margaret Streets, providing an attractive access to the Oak Park Aquatic Centre and Strathmore North Primary School.

The physical appearance suggests this informal path is popular and should be retained as a non-vehicular path.

Community Garden Given the close proximity (within 1.5 kilometres) of the Boeing Reserve Community Garden in the Moonee Valley Council, the absence of supporting facilities (water, power, storage), and any existing community group or governance arrangement, this Road is not priority for a Community Garden. Open Space improvements/activation Whilst the Road provides a link to John Pascoe Fawkner Reserve, access is also available via Francis Street, 110 metres north of this point, however there is an opportunity in creating access across the broader open space network within the vicinity. Summary The assessment by Council officers of the Road between 71 and 73 Winifred Street, Oak Park has identified that it is an important pedestrian/bike link that should be retained. It is evident the informal path is being used as a pedestrian link into John Pascoe Fawkner Reserve and the broader vicinity. Council’s Open Space Design and Development officers have advised the following works would improve amenity, connectivity and activation of the link shown at Attachment 3:

Construction of 2.5 metre wide shared path between Winifred, Sylvester Street and Francis Street (car park entrance, John Pascoe Fawkner Reserve);

A pedestrian crossover from Winifred Street to improve access; Vegetation works (mulching, re-vegetation to extended beds and shade trees) to

improve amenity and habitat of the space as well as increase shade provision. This would be subject to a further detailed assessment of the Council drain within the land;

Vegetation would also act as an alternative to fencing on Winifred Street; Installation of a new park bench; and Signage. A preliminary estimation for the above works is $65,000 plus GST. Further scoping of works and cost assessment would need to be undertaken. These works are unbudgeted in the current financial year, and would need to be referred for consideration in the 2018/2019 budget or Councils Capital Works Program. Prior to any major upgrades/revegetation works being undertaken the road status needs to be addressed to preserve the link from vehicular incursion in the event the adjoining properties at 71 and 73 Winifred Street, Oak Park are redeveloped. Council officers propose road discontinuations be commenced for Bernard Street in accordance with section 206 and clause 3 of Schedule 10 of the Local Government Act 1989.


The land from the discontinued roads would be retained by Council in accordance with:

Section 3.3.1 of the Council’s Rights of Way Associated Policies 2011 and; Section 3.2.3 the Rights of Way Strategy 2011. This will protect Councils property

interest in retaining the land for its existing and future use as Open Space. Human Rights Consideration The implications of this report have been assessed in accordance with the requirements of the Charter of Human Rights and Responsibilities.

4. Consultation The following Council units and officers have been consulted with respect to the link between 71 and 73 Winfred Street, Oak Park:

Engineering Services; Strategic Transport Engineer; Development Engineer; City Development; Open Space Design and Development; and Open Space Maintenance. Officers support the retention of the link between 71 and 73 Winifred Street, Oak Park and recognise it as a beneficial pedestrian link providing accessibility into the John Pascoe Fawkner Reserve and the broader vicinity.

5. Officer Declaration of Conflict of Interest Council Officers involved in the preparation of this report have no conflict of interest in this matter.

6. Financial and Resources Implications The proposed road discontinuations will be resourced through Property Services. Proposed works to fund the upgrade to the link between 71 and 73 Winifred Street, Oak Park and the broader vicinity are unbudgeted in the current financial year or Councils Capital Works Program.

7. Implementation That the statutory procedures require Council to give public notice of its intention to discontinue and retain the land from the discontinued road and invite written submissions. In addition, all abutting property owners will be advised of the proposal in writing and informed of their right to make a submission. Notice will also be given on Council’s website. Submitters may request to be heard in support of their submission prior to a decision being made on the proposal. After completion of the statutory process, if there are no impediments to the discontinuation of the roads, it is proposed Council retain the land for open space. Open Space officers will need to undertake further scoping works for landscaping/vegetation plan and paths be scoped further.

Attachment/s 1⇩ Location Plan - Winifred Street, Oak Park D18/176950 2⇩ Plan - Winifred Street, Oak Park - LP11526 D18/174350 3⇩ Example of Activation Improvements Plan - John Pascoe Fawkner

Reserve D18/176913


DCS29/18 PROPOSED SALE OF SURPLUS CROWN LAND - UNRESERVED CROWN ALLOTMENT 2030, BRUNSWICK WEST, REAR OF 6 CURTIN AVENUE (D18/176857)


Executive Summary On 1 May 2018, Moreland City Council’s CEO received a letter from the Department of Environment, Land, Water and Planning (DELWP) advising of its intention to dispose of its unreserved Crown Allotment 2030, Parish of Jika Jika (the Subject Site), shown at Attachment 1 to this report. DELWP proposes to sell the site by private treaty to the owner of 6 Curtin Avenue, Brunswick West (adjoining the Subject Site) who had applied to DELWP to acquire the Subject Site. DELWP advised Council the Subject Site is being sold to the abutting property owner under Section 209 of the Sale of Land Act 1962 which exempts it from the First Right of Refusal Process (FRoR). Council was not given an opportunity to express any interest in the site, rather to assist with some information requested and to comment if desired. Although Council is not being offered the opportunity to acquire the land, the resolution from November 2017 to notify and consult with the public (NOM61/17) applies because it is an intended land sale of government-owned land. The deadline to provide a response to DELWP was 28 May 2018. Given the next scheduled Council meeting was past this deadline, Council officers requested an extension of time so a report could be presented to Council’s June meeting to commence the consultation process in accordance with Notice of Motion NOM61/17. DELWP provided a further extension Council until 5 June 2018 only. A letter was issued to DELWP from the Acting Director Corporate Services on 4 June 2016 providing a response to their questions on services, outstanding rates and charges and any easement requirements. The Subject Site has been assessed by officers, found to not offer any strategic benefit to Council for the following main reasons:

Council does not own any land abutting the Subject Site; It is not identified in the Moreland Open Space Strategy; and It is not identified as a Gap Area in the A Park Close to Home Framework. It is recommended Council does not undertake any consultation in line with the NOM 61/17 decision regarding the proposed disposal of government land because the land is not being offered to Council and the land is not of strategic benefit to Council.

Officer Recommendation That Council: 1. Notes that the unreserved Crown Land known as Crown Allotment 2030, Parish of Jika

Jika, Brunswick West, rear of 6 Curtin Avenue, Brunswick West, shown at Attachment 1 to this report, has no strategic benefit for Council.

2. Determines not to undertake community consultation on this proposed sale of land in accordance with Notice of Motion NOM61/17, noting that the timeframe for a response to the Department of Environment, Land, Water and Planning has passed.

3. Notes that the Acting Director Corporate Services has responded to Department of Environment, Land, Water and Planning to provide the information requested on services, outstanding rates and charges and any easement requirements.

4. Determines that the resolution from their November 2017 meeting (NOM61/17) only be applied in the future to land that Council is being offered the opportunity to purchase.


REPORT

1. Policy Context The Council Plan 2017–2021 articulates Council’s provision of a large range of services for our community. These externally facing service areas are supported by a range of council teams that include the management of the community’s Council-owned property and assets.

2. Background On 1 May 2018, Council received a letter from the Department of Environment, Land, Water and Planning (DELWP) advising of their intention to dispose of its unreserved Crown Allotment 2030, Parish of Jika Jika shown at Attachment 1 (the Subject Site). In 2013 DELWP explored the potential for Council to be appointed Committee of Management for the Subject Site. Due to the amount of available open space in close proximity and other considerations, Council officers assessed the site as not having any strategic benefit for Council and did not provide a response to the DELWP. DELWP proposes to sell the Subject Site by private treaty, to the owner of 6 Curtin Avenue, Brunswick West (adjoining the Subject Site) who had applied to DELWP to acquire it. The Subject Site measures approximately 259 square metres and is zoned Neighbourhood Residential Zone – Schedule 1 (NRZ1). Crown Allotment 2030 abuts a pedestrian link (Crown Land) between Curtin Avenue and McColl Street. The sale of the Subject Site to the owner of 6 Curtin Avenue will have no impact on the pedestrian link. If both sites were to be developed, the development could provide improved passive surveillance to the pedestrian link.

3. Issues DWELP provided Council with 28 days to provide comments regarding:

Council services available/provided; Any outstanding rates or charges; Easement requirements; and Any other comments. The deadline to provide a response to DELWP was 28 May 2018. As the next scheduled Council meeting was past this deadline, Council officers requested an extension of time so a report could be presented to Council’s June meeting, seeking to commence the consultation process in accordance with Council’s decision (NOM61/17) requiring community consultation regarding proposed disposal of government land. DELWP provided a further extension Council until 5 June 2018. Assessment by Council officers concluded:

Council does not own any land abutting the subject site; It is landlocked with one abutting property owner at 6 Curtain Avenue, Brunswick; It is not identified in the Moreland Open Space Strategy (MOSS); It is not identified as a Gap Area in A Park Close to Home Framework as shown

in Attachment 2; Council’s Fraser Reserve and 1 Hopetoun Avenue, Brunswick West are located

within approximately 100 metres of the subject site.


Council’s resolution of NOM61/17 requires that: When Moreland Councillors become aware of possible land swaps, land transfers and land sales, whether the land is owned by the State or Federal Government, a State or Federal Government Authority or the Council, that the public be notified and consulted.

In this instance, DELWP were not offering the land to Council, but rather seeking some information and comment from the Local Government agency. It is recommended Council does not to undertake any consultation in line with the NOM 61/17 resolution regarding the proposed disposal of this piece of government land because we are not being offered the land and the land is not of strategic benefit to Council. Further, in cases where Council is not being offered the land, it is recommended that officers do not present a report to Council to enact this resolution to consult. Human Rights Consideration The implications of this report have been assessed in accordance with the requirements of the Charter of Human Rights and Responsibilities.

4. Consultation Council’s Open Space Design and Development; Development Advisor; Engineering and Rates units have been consulted in regards to this matter and have provided the following advice:

The subject land is not currently rateable as it is Crown Land, but it will be rateable if sold to the adjacent property owner;

Council’s Fraser Reserve and 1 Hopetoun Avenue, Brunswick West are located within approximately 100 metres from the subject site as open space options in close proximity;

Council does not own any land abutting the subject site; Council does not have any assets in the subject site; and The site is not identified in the MOSS or as a gap are in the Park Close to Home

Framework. The report recommends community consultation is not undertaken as the deadline for response to DELWP has passed and the Subject Site is not being offered for sale as part of a First Right of Refusal process or on the open market.


6. Financial and Resources Implications There are no financial implications to Council by noting this report and responding to officers in DELWP.

7. Implementation Should Council decide in accordance with the recommendation of the report, there will be no further action.

Attachment/s 1⇩ Plan - Crown Allotment 2030 D18/177344 2⇩ Map - Brunswick West and Open Space Gap Areas D18/187424


DCI13/18 PROPOSED MERRI CREEK BRIDGE AT KINGFISHER GARDENS (NEAR CERES) (D18/90842)

Director City Infrastructure Capital Works Planning and Delivery

Executive Summary At its June 2016 Council meeting, Council resolved (DCI27/16):

That $75,000 is provided before the end of the 2015-2016 financial year, being half of the design costs for the proposed CERES/Beavers Road Bridge, to Darebin City Council so that the bridge design and costings can proceed.

To receive a report, following the completion of the design and costing, to further consider budget prioritisation, and/or other advocacy opportunities, for this project.

This report provides an overview of the current project status following the recent completion of design, including an updated construction cost estimate, for the construction of the proposed shared pedestrian/cycle bridge across Merri Creek in the vicinity of Kingfisher Gardens/CERES, Brunswick East and Beavers Road, Northcote (the Bridge project), and seeks Council endorsement for the construction of the bridge. The Bridge project was initiated following the lodgement of a petition with 1,374 signatures to the Council meeting on 11 November 2015, of which 393 were Moreland residents, requesting Council to consider building a bridge over the Merri Creek, between CERES Environmental Park and Beavers Road, Northcote. Consultant engineers, Pitt & Sherry were engaged (jointly with Darebin Council) to undertake a feasibility study and considered:

Widening and upgrading of the Arthurton Road Bridge. Construction of a new cable stay bridge spanning Merri Creek between Kingfisher

Gardens/CERES, Brunswick East and Beavers Road, Northcote. The study identified that the Arthurton Road Bridge option would not address safety concerns associated with the bicycle network either side of the existing bridge, and therefore a new shared bridge best addresses the requirement of the community. Nuttall Engineering Consultants have largely completed design plans and technical specification for the new bridge across Merri Creek, with a cost estimate of $2,484,000 to construct the bridge, based on the completed design. In adopting the 2017/2018 budget, Council created a Bridge Reserve for funding of shared pedestrian/cycle bridges across the municipality. $1.4 million has been allocated in the 2017/2018 Budget, then $0.5 million recurring over 3 years, reaching a total proposed allocation of $2.9 million by 2020/2021. It is not considered necessary to review the current funding model until such time that the design of the Edgars Creek bridge project is completed, and firmer construction costs and timelines are defined.

Officer Recommendation That Council: 1. Notes the design has been completed for the proposed pedestrian/cycle bridge

crossing the Merri Creek from Kingfisher Gardens/CERES, Brunswick East to Beavers Road, Northcote, with an estimated construction cost of $2,484,000, and a total project cost of $2,940,000.

2. Notes the anticipated project program, from June 2018 to August 2019, for construction of the proposed pedestrian/cycle bridge crossing the Merri Creek from Kingfisher Gardens/CERES, Brunswick East to Beavers Road, Northcote.


3. Endorses the project to construct the pedestrian/cycle bridge crossing the Merri Creek from Kingfisher Gardens/CERES, Brunswick East to Beavers Road, Northcote, to proceed to tender and construction.

4. Authorises the Director City Infrastructure to provide Darebin City Council up to $1,470,000 from the Bridge Reserve, for construction of the bridge, with the final amount being 50% of the total project costs, including all associated costs such as landscaping, consultant costs and approvals.


REPORT

1. Policy Context This project supports the Council Plan Key Priority to:

maintain and match our infrastructure to community needs and population growth.

The proposed bridge is along the alignment of a principal bicycle route defined in the Moreland Bicycle Strategy 2011-2021 as the High Street to Puckle Street route. The Strategy outlines potential alignment options for this route, including two options for crossing the Merri Creek either north or south of Blyth Street. All infrastructure projects identified along this route including a bridge crossing the Merri Creek are identified as ‘Partnership Projects’, recognising that some projects will only be delivered with support from other parties, including state government, other Councils and developers.

2. Background Context A petition was received at the November 2015 Council meeting with 1,374 signatures, of which 393 were Moreland residents, requesting Council to consider building a bridge over the Merri Creek, between CERES Environmental Park and Beavers Road, Northcote. The proposed bridge would provide a link across Merri Creek between Brunswick East and Northcote, removing the need for cyclists and pedestrians to use road bridges in the area. At the December 2015 Council meeting, Council resolved, via General Business item GB68/15, to receive a report on the scope and actions required to commence a jointly funded feasibility study with Darebin City Council into the provision of a shared pedestrian/cycle bridge across the Merri Creek in the vicinity of Kingfisher Gardens/CERES, including project costs, so that funding may be considered in future budget processes. Darebin City Council engaged engineering consultants Pitt & Sherry to undertake the feasibility study, and considered:

Widening and upgrade of the Arthurton Road Bridge; Construction of a new shared pedestrian/cycle bridge spanning Merri Creek

between Kingfisher Gardens/CERES, Brunswick East and Beavers Road, Northcote.

The study identified that the Arthurton Road Bridge option would not address safety concerns associated with the bicycle network either side of the existing bridge, and therefore a new shared bridge best addresses the requirement of the community. During the feasibility study, community groups expressed a strong preference for a new pedestrian and cyclist bridge located away from busy roads. The feasibility report was completed in July 2016 recommending construction of a shared pedestrian/cycle bridge over the Merri Creek between Kingfisher Gardens/CERES, Brunswick East and Beavers Road, Northcote at an estimated construction cost of $2.33 million. On 3 May 2016, officers from Darebin City Council advised Council officers that funding for half of the estimated design cost was to be included in Darebin’s 2016/2017 Budget, and sought Moreland’s half share.


Council considered a report (DCI27/16) on 8 June 2016 based on the above advice, resolving:

That $75,000 is provided before the end of the 2015-2016 financial year, being half of the design costs for the proposed CERES/Beavers Road Bridge, to Darebin City Council so that the bridge design and costings can proceed.

To receive a report, following the completion of the design and costing, to further consider budget prioritisation, and/or other advocacy opportunities, for this project.

In February 2017, Darebin City Council appointed Nuttall Engineering Consultants to undertake the design phase of a shared pedestrian/cycle bridge spanning Merri Creek between Kingfisher Gardens/CERES, Brunswick East and Beavers Road, Northcote.

3. Issues Nuttall Engineering Consultants has largely completed the design plans and technical specification for the new bridge across Merri Creek. An extract of the design plans is provided in Attachment 1. An independent quantity surveyor has provided an updated cost estimate of $2,484,000 to construct the bridge, based on the completed design. As the bridge will span across the municipal boundary between Moreland and Darebin, construction costs would typically be shared 50/50 between the 2 Councils. The project requires a Planning Permit for implementation, and as it spans across the two municipalities, a permit will be required from both Councils. A Cultural Heritage Management Plan (CHMP) is also required as the works are located within a creek corridor. The CHMP has been drafted, and is currently awaiting approval from the Registered Aboriginal Party (RAP), Wurundjeri. Environmental implications Flora and Fauna and Cultural Heritage issues have been taken into account during the design phase of the new bridge crossing Merri Creek, and will also form part of the Planning Permit considerations. Social implications The construction of a shared pedestrian/cycle bridge across the Merri Creek linking Kingfisher Gardens/CERES, Brunswick East to Beavers Road, Northcote will provide another strategic link for cyclists and pedestrians along the Merri Creek Trail away from existing busy traffic routes. Human Rights Consideration The implications of this report have been assessed in accordance with the requirements of the Charter of Human Rights and Responsibilities.


4. Consultation During the Feasibility Phase of the project, extensive consultation was undertaken with stakeholders and community groups. The information obtained through the consultation process, including that of a community survey prepared by the Merri Creek Bridge Group, identified two options to improve accessibility in the area. These options were to:

Widen and upgrade the Arthurton Road Bridge. Construct a new shared pedestrian/cycle bridge spanning Merri Creek between

Kingfisher Gardens/CERES, Brunswick East and Beavers Road, Northcote. At the conclusion of the feasibility phase it was concluded that a new pedestrian/cycle bridge across the Merri Creek would best address and meet the needs of the community.


6. Financial and Resources Implications In adopting the 2017/2018 Budget, Council created a Bridge Reserve for funding of shared pedestrian/cycle bridges across the municipality. $1.4 million has been allocated in the 2017/2018 Budget, then $0.5 million recurring over 3 years, reaching a total allocation of $2.9 million proposed by 2020/2021. Subject to Council endorsement to proceed to the tender and construction phase, the current forecast project cost, based on the most recent cost estimate, is:

Item Amount

(Excluding GST)

Bridge construction $2,484,000 Consultant services $70,000 Landscaping works $110,000 Planning Permit and Melbourne Water fees $6,000 Contingency (10%) $270,000 Total forecast project cost $2,940,000

While the costs and timing of 2 pending bridge projects are not yet confirmed, based on current information, the following table outlines funding availability and potential expenditure over the coming years. Year Activity Budget Expenditure Reserve

Balance 2017/2008 Reserve allocation $1,400,000 $1,400,000 2018/2019 Reserve allocation $500,000 $1,900,000 Merri Creek Bridge:

Construction (50% share) $1,470,000 $430,000

Edgars Creek Bridge: Design/approvals

$65,000 $365,000

2019/2020 Reserve allocation $500,000 $865,000 Edgars Creek Bridge:

Construction $1,280,000 -$415,000

2020/2021 Reserve allocation $500,000 $85,000 Totals $2,900,000 $2,815,000 $85,000


Whilst the above table indicates some expenditure preceding budget allocation in 2019/2020, and a surplus of funds of $85,000 overall, it is not considered necessary to review the funding model until such time that the design of the Edgars Creek Bridge is completed, and firmer construction costs and timelines are obtained.

7. Implementation Subject to Council endorsement to proceed with the tender and construction of this bridge, the table below outlines the project timelines as advised by Darebin City Council, to deliver the shared pedestrian/cycle bridge spanning Merri Creek between Kingfisher Gardens/CERES, Brunswick East and Beavers Road, Northcote.

Phase Delivery Timeline Detailed design and documentation – completion and review

June 2018

Cultural Heritage Management Plan March 2018 – June 2018 Planning Permit Approval June 2018 – October 2018 Procurement, tender advertising and evaluation July 2018 – November 2018 Award construction tender (Darebin City Council) December 2018 Construction phase February 2019 – August 2019

Darebin will continue to lead the project, including the procurement of construction services and contract administration. Moreland will continue to be represented by officers as part of the project team.

Attachment/s 1⇩ Proposed Merri Creek Bridge At Kingfisher Gardens (Near CERES) D18/185715


DCI14/18 COUNCIL ACTION PLAN ITEM - COMPOST COMMUNITY TRIAL (D17/283325)

Director City Infrastructure Roads, Fleet and Waste

Executive Summary This report provides the results of the Compost Community trial and is provided in response to Council Action Plan 2017/2018 (CAP) item 59: P9a) No.2. The Compost Community trial was undertaken over a 12 month period from July 2016 to June 2017, to fulfil Action 7.1.2 of the Waste and Litter Strategy 2014–2017. The need for Council to provide more options and better support to residents to undertake ‘at home’ composting was identified in the Waste and Litter Strategy 2014–2017. Prior to the introduction of Compost Community only one size of compost bin was available for purchase directly from Council. Delivery was undertaken by the Waste Services Unit. With 45% of the municipality now living in medium to high density housing, it was recognised that only offering a standard compost bin to manage food waste at home was not meeting the needs of a significant proportion of residents. The Compost Community trial included the sale of compost bins, worm farms and bokashi bins and compost accessories at wholesale prices, with free delivery to residents. The Compost Community program is not sales driven but focuses on providing residents with education and support to ensure they purchase the best product to suit their needs and receive ongoing support, should it be required, to maximise successful composting or worm farming at home. Over the 12 month trial period the program cost a total of $2,920. This included both an annual subscription fee of $750 plus delivery costs for 133 compost bin/worm farm and/or accessory sales. Over the trial period 468 residents accessed education and support. The trial has been a success, with no negative feedback received from residents using the service, a 158% increase in compost bin/worm farm sales and a significant number of residents access the education/support material. The recommendation is to continue to participate in and promote the Compost Community program to residents.

Recommendation That Council continues to offer the Compost Community program to residents.


REPORT

1. Policy Context The 12 month Compost Community trial was in response to action 7.1.2 of the Waste and Litter Strategy 2014–2017 which identified food waste as a key issue, setting the strategic direction to reduce food waste to landfill by optimising home composting and encouraging food waste avoidance until such time as a kerbside food waste collection service becomes available.

2. Background Prior to trialling the Compost Community program, Council provided one size of compost bin at a reduced price with free delivery to residents. On average 7 compost bins per month were purchased with supporting information on the composting process available on Council’s website. Through resident feedback and consultation for the Waste and Litter Strategy 2014-2017 it was recognised that providing only one option for home composting was not meeting the needs of a large segment of the population, particularly those living in medium to high density housing without a backyard. The trial program was intended to investigate the demand for other products and services in addition to compost bin sales. Sales data reveals that compost bins remain the most popular item, with residents taking advantage of the various size options (220 litre, 150 litre and 400 litre) followed in popularity by worm farms, compost tumblers and bokashi kits and flat pack compost bins.

3. Issues Environmental implications Providing an easy to use service for the purchase and delivery of a wide range of equipment including compost bins, worm farms and other composting accessories to encourage residents to compost at home has numerous environmental benefits. Processing and using food waste at source reduces the costs and emissions associated with kerbside collections. Encouraging the self-management of food waste is more likely to lead to food waste reduction or avoidance than placing that waste in a kerbside bin for collection. Social implications Residents have an expectation that Council will provide a level of subsidy, education and support to encourage at home composting. The Compost Community program offers a good balance to meet these needs. Using an out-sourced service means an increased range of products, services and support can be provided with minimal resource implications for Council. Economic implications The decision to trial Compost Community was taken following a quote evaluation of two programs that provide compost and worm farm bin sales and deliveries. The quotes evaluated were received from Compost Revolution, based in Sydney, and Compost Community, based in Langwarrin. The program evaluation considered:

Increasing the range of products available to residents to suit a variety of needs; Providing options for people living in apartments; Increasing the support provided to residents at point of sale; and Increasing ongoing education and support following sale.


Based on these considerations the Compost Community program was determined to be the more suitable program for Council. Over the 12 month trial period the program cost Council a total of $2,920. This included a $750 annual subscription fee plus delivery costs for 133 compost bin/worm farm and/or accessory sales. Over the trial period 468 residents accessed education and support through the program. Regional/strategic implications Compost Community is managed from Langwarrin which ensures sales, support and delivery is arranged and delivered locally. Human Rights Consideration The implications of this report have been assessed in accordance with the requirements of the Charter of Human Rights and Responsibilities.

4. Consultation Consultation on implementing this trial were undertaken during development of the Waste and Litter Strategy 2014–2017 with both the strategy reference group and the Sustainable Moreland Advisory Group.


6. Financial and Resources Implications That the funds required to action this resolution are budgeted for within the current year budget of Waste Services/Roads, Fleet and Waste branch.

7. Implementation Council will continue to provide residents with access to the Compost Community program while continuing to deliver education and promotion of at home composting.



DCI15/18 COUNCIL ACTION PLAN ITEM - PUBLIC PLACE RECYCLING TRIAL UPDATE (D18/191022)

Director City Infrastructure Roads, Fleet and Waste

Executive Summary This report is provided in response to CAP:59 P9a) No.1 of the Council Action Plan. It provides Council with an update on the implementation of the Public Place Recycling Trial on Sydney Road, Brunswick. The trial of 30 additional public place recycling bins along Sydney Road between Barkly Street and Albion Street, Brunswick is underway but not yet complete. An initial 12 recycling bins have been installed and a pre-audit of the existing 43 waste bins and 1 recycling bin in the trial area has been undertaken. The audit revealed that the litter bins contained 45% recyclable content by weight as well as 17% dumped commercial and residential waste. Once the complete set of recycling bins have been installed in July/August 2018, promotion of the trial will begin. The new bins will look different to the existing public place recycling with additional signage, they will also test two different openings to determine if this has any impact on contamination and diversion. A comprehensive follow up audit will take place four weeks after installation of the new enclosures and then at the mid-point and end of the trial. This will measure the effectiveness of program and based on the results for contamination and diversion, a recommendation will be put to Council regarding further roll out of the program.

Officer Recommendation That Council: 1. Notes the Public Place Recycling Trial Update Report. 2. Receives a further report on the Public Place Recycling Trial at the conclusion of the trial.


REPORT

1. Policy Context The Public Place Recycling Trial is being undertaken in response to CAP 59 Key Priority: P9 Enhance the environmental outcomes of Council waste services and increase the communities’ awareness/participation in environmental initiatives to reduce waste to landfill. Deliverable: P9a) Trial, education and implementation of initiatives to actively reduce waste to landfill.

2. Background In response to the limited number of public place recycling bins currently located across the municipality, Council resolved to trial an additional 30 recycling bins along Sydney Road, Brunswick. The purpose of the trial is to measure both diversion and contamination levels of the new infrastructure. This area of Brunswick is a highly frequented shopping precinct, which generates significant amounts of waste each day. In this stretch of Sydney Road there are currently 39 120 litre litter bins and one 120 litre recycling bin. An additional four solar compaction litter bins were recently added to the south end of the strip to deal with the recurrent issue of overfilled bins in the vicinity of Barkly Square shopping centre. The style of bin enclosure procured for the trial will match existing infrastructure, however the body will be yellow, unlike the current enclosures which are blue. Two different openings will also be tested, a letterbox opening and a standard round opening, to measure whether this has any impact on diversion and contamination. Additionally the new recycling bins will have signage on the front to educate users about what items are accepted. Over the trial period, Council will be promoting the new infrastructure across social media, local news and the web. The trial will also be used as an opportunity to promote recycling in general and increase awareness about the impacts of contamination. The 30 bin enclosures are currently on order with delivery due in July. Installation will take place over 2 weekends once the enclosures are received. Due to the initial delay in implementation and delivery of the bin enclosures, the decision was taken to install 12 temporary recycling bins as an interim measure. These temporary recycling bins have been in place since April. Monitoring of the interim recycling bins has revealed a moderate amount of contamination including coffee cups, food waste and soft plastics. A comprehensive follow up audit will take place in August/September 2018, once the infrastructure has been in place for at least four weeks, with a full evaluation at the conclusion of the trial. Over the course of the trial the bins will be emptied daily from Monday to Friday by Council’s waste collection contractor for the south of the municipality, Citywide Waste Solutions.


3. Issues Environmental implications In order to gain a baseline for waste generation, composition, unrecovered resource rates and types, as well as the extent of commercial/residential dumping in existing litter bin infrastructure a pre audit was undertaken in April 2018. The recycling bin audited was 100% full, while the waste bins on average were only 50% full. Audit results indicate a good potential to improve resource recovery with 44.7% of bin contents, by weight, being recyclable, the main items being glass, paper and cardboard. The audit also found that 17.1% of waste bin contents was dumped commercial waste including food and food preparation waste and residential waste including nappies. No dumped waste was observed in the recycling bin. Human Rights Consideration The implications of this report have been assessed in accordance with the requirements of the Charter of Human Rights and Responsibilities.

4. Consultation Advice was sought from officers across Council involved in the development and delivery of this trial including staff from Street Cleansing, Waste Services and Communications.


6. Financial and Resources Implications That the funds required to undertake this trial are budgeted for within the current year budget of the Waste Services Unit. Further roll out of public place recycling infrastructure is currently unbudgeted and will need to be referred to the 2019/2020 budget process for consideration.

7. Implementation Following the installation of bin enclosures, audits and an education campaign, the results will be evaluated and a further report will be presented to Council outlining the findings. A recommendation will be put forward to either extend the infrastructure in other parts of the municipality or consider other options for collection and sorting of public place recycling.



DCI16/18 CONTRACT 704T - ROAD RECONSTRUCTION OF MARSDEN AVENUE, WADHAM STREET AND WINONA GROVE, PASCOE VALE SOUTH (D18/171527)

Director City Infrastructure Capital Works Planning and Delivery

Executive Summary Road reconstruction works at Marsden Avenue, Wadham Street and Winona Grove, Pascoe Vale South are identified in the 2017/2018 and 2018/2019 Capital Works Program. The works are required to address the poor condition of the kerb and channel and asphalt road pavement and rectify drainage issues along the roadway. The 3 streets are adjacent to each other and have been grouped together to be delivered as one project. An advertisement was placed in The Age newspaper on Saturday, 14 April 2018 inviting tenders from contractors to undertake the works. Tenders closed on Wednesday, 9 May 2018, with 10 tenders received. MJ Construction Group Pty Ltd achieved the highest score through the evaluation process. MJ Construction Group Pty Ltd has previously undertaken road reconstruction works for Moreland City Council and successfully delivered these works to a very good standard. The project will be utilising recycled crushed concrete as bedding material under all new concrete paving and as backfill to the new drainage pipes along the 3 streets. The use of recycled crushed concrete will reduce the need for raw materials by approximately 750 cubic metres.

Officer Recommendation That Council: 1. Awards Contract 704T – Road Reconstruction of Marsden Avenue, Wadham Street

and Winona Grove, Pascoe Vale South for the tendered lump sum amount of $678,344.40 (excl. GST) plus provisional sum amount of $454,475.00 (excluding GST) (total $1,132,819.40).

2. Allocates a contingency amount of $113,281.60 (10%) to the project bringing the total expenditure for Contract 704T – Road Reconstruction of Marsden Avenue, Wadham Street and Winona Grove, Pascoe Vale South to $1,246,101.00.

3. Authorises the Director City Infrastructure to do all things necessary to execute contracts and any other required documentation, including cost overruns, provided that the overall Road and Car Parks budget allocation is not exceeded.


REPORT

1. Policy Context These road reconstruction works support the Council Plan 2017-2021 Key Priority to:

maintain and match our infrastructure to community needs and population growth.

2. Background Road reconstruction works at Marsden Avenue, Wadham Street and Winona Grove, Pascoe Vale South are identified in the 2017/2018 and 2018/2019 Capital Works Program within the Road and Car Parks Program. The 3 streets are adjacent to each other and have been grouped together to be delivered as one project. The works are required to address the poor condition of the kerb and channel and asphalt road pavement and rectify drainage issues along the roadway.

3. Issues On Saturday, 14 April 2018 an advertisement was placed in The Age newspaper inviting tenders via supplier portal.moreland.vic.gov.au from suitably experienced contractors for the road reconstruction works at Marsden Avenue, Wadham Street and Winona Grove, Pascoe Vale South. Tenders closed on Wednesday, 9 May 2018 at 3pm and tenders were received from the following contractors:

ADP Constructions Pty Ltd; Bosco Civil Pty Ltd; CDN Constructors Pty Ltd; GP Bluestone Pty Ltd; G & C Russo Pty Ltd; JNR Civil Pty Ltd; Metro Asphalt Pty Ltd; MJ Construction Group Pty Ltd; Patten Pavement Services Pty Ltd; and Presta Construction Group Pty Ltd. The tender is a lump sum contract. For this type of contract, the tenderer is required to submit fixed rates for individual items, based on quantities for the project prepared by Council’s Engineering Services Unit. Rates for provisional items where quantities are difficult to determine, such as rock excavation, rectification of pavement soft spots and property service relocations, are also submitted. Tender Evaluation A tender evaluation panel was established with 4 officers from across Engineering Services, Building Projects and Procurement. The tenders have been evaluated in accordance with Council’s Procurement Policy. In assessing the tenders, consideration was given to the following predefined evaluation criteria:

Price; OHS requirements; Traffic management requirements; Works program; Capability to deliver the project; Level of past performance;


QA systems; Customer service; and Experience in undertaking similar projects. The evaluation process identified MJ Construction Group Pty Ltd as the preferred tenderer based on the results of the evaluation matrix, included as Confidential Attachment 1.

A telephone interview was conducted with MJ Construction Group Pty Ltd to determine its current work commitments, work force and understanding of the works required under this contract. During the interview process, MJ Construction Group Pty Ltd indicated it has adequate resources to successfully complete the project within the specified time frame and tendered lump sum amount. MJ Construction Group Pty Ltd has previously undertaken road reconstruction works for Moreland City Council and successfully delivered these to a very good standard. Environmental implications The specification for the road reconstruction works requires the contractor to submit a Site/Environmental Management Plan prior to the commencement of the works outlining procedures for erosion control, sediment transport control, sediment retention measures, tree protection and general site management. Human Rights Consideration The implications of this report have been assessed in accordance with the requirements of the Charter of Human Rights and Responsibilities.

4. Consultation Consultation with owners/residents along Marsden Avenue, Wadham Street and Winona Grove, Pascoe Vale South was undertaken via a letter drop in March 2018. A number of residents responded, advising that they are in agreeance with and support the proposed works.


6. Financial and Resources Implications Funding required to undertake the road reconstruction of Marsden Avenue, Wadham Street and Winona Grove, Pascoe Vale South amounts to $1,375,892 being made up of $310,892 in the 2017/2018 Capital Works Program and $1,065,000 in the 2018/2019 Capital Works Program. The table below shows the overall expenditure for the project.

Item Amount (excluding GST)

MJ Construction Group Pty Ltd – tendered lump sum amount and provisional sum amount

$1,132,819.40

Project contingency amount (10%) $113,281.60 Tender advertising $640.29 Underground service proving $20,751.50 Alteration to underground services $28,520.00 Total $1,296,012.79 Budget amount 2017-2018 and 2018-2019 $1,375,892.00


7. Implementation It is proposed that the Director City Infrastructure be authorised to do all things necessary to execute contracts and any required documentation, including any cost overruns, provided that the overall Road and Car Parks Budget is not exceeded. Works are planned to commence in mid-July 2018 and be completed in December 2018.

Attachment/s 1 Contract 704T-Engineering Evaluation Matrix - Marsden, Wadham and

Winona Streets, Pascoe Vale South Pursuant to sections 77(2)(c) and 89(2)(d) this attachment has been designated as confidential by the Chief Executive Officer because it relates to contractual matters.

D18/187366


NOM19/18 SUPPORT FOR INYET AND THE JOBS FOR YOUTH CAMPAIGN (D18/197057)

Cr Natalie Abboud

1. Background Cr Abboud’s background: The Inner Northern Youth Employment Network is a cross-sectoral taskforce made up of a wide range of representatives including those from Moreland, Yarra and Darebin councils. The group was set up by the Inner Northern Local Learning and Employment Network to investigate youth employment issues and is focussed on responding to the growing youth unemployment rate. Research has shown that young people are able to have greater rates of success getting work with support from programs such as this. Confidence building and work experience placements often lead to ongoing part time work and then shorter periods of unemployment after leaving school. The Jobs for Youth Campaign makes up five initiates including the well know RIJI program which has had great results. The Network is currently fundraising and offering several fundraising packages, Platinum, Gold, Silver and Bronze. Our commitment of $10,000 to the Gold package will help to support this important work which gets direct results for young people in the community.

2. Policy Context Officer’s comments: This program aligns to the Council Plan 2017-2021 Strategic Objective 1: Better equip our young people for employment and provide opportunities to actively participate in civic life.

3. Financial Implications Officer’s comments: Based on the existing work and commitments of the Youth Services team, there is no capacity to absorb this request from within existing budgets. If approved, this request would require the $10,000 to be funded from general revenue reserves.

4. Resources Implications Officer’s comments: Moreland City Council has supported the activities of the Inner Northern Youth Employment Taskforce (INYET) since its inception in May 2014. To date, this support has been through the provision of officer time in the planning committees, and through Officers supporting programs, such as the annual RIJI program. Officers are supportive of the INYET activities, and will continue to provide officer resource (time commitment of multiple officers) to activities in Moreland. The INYET suite of programs and activities align very closely with Moreland Youth Services programs, which are centred on improving youth employment outcomes for young people in Moreland.

Motion That Council supports the Inner Northern Youth Employment Network, Jobs for Youth Campaign by taking up a gold fundraising package to the value of $10,000.


NOM20/18 SUPPORT OF A RETURN SEASON OF ‘SERENADING ADELA’ (D18/200408)

Cr John Kavanagh

1. Background Cr Kavanagh’s background: Serenading Adela, a street opera, performed on 7 January, 2018, commemorated an event in the life of British suffragette Adela Pankhurst, who was a leader of the World War One anti-conscription movement in Australia. On that date, exactly 100 years previously, an ‘unruly mob’ gathered outside Pentridge Prison, where Adela was locked up for her ‘seditious’ activities, and cheered up Adela with songs and shouts of support. By all accounts Adela was mightily pleased and sustained by their efforts. In early 2017 the Serenading Adela organising committee set about creating a street opera which would tell the story of Adela’s involvement in the anti-conscription campaign, culminating in her arrest and imprisonment. Artistic Director Jeannie Marsh led an ensemble of over 100 singers, many from the Brunswick-Coburg community, a vocal quartet from Brunswick Secondary College, a 12-piece street band and numerous extras. The part of Adela was played by well-known soprano Lisa-Marie Parker. All were dressed in authentic period costume. The 75-minute opera included contemporary songs from the World War One era, other songs and music created by Jeannie Marsh, a new song Ghosts Don’t Lie, written by Stephen Taberner as part of a community arts project, and spoken narrative. The full opera was performed once only, on the centenary date of January 7 to a capacity crowd of 560 on an open-air site in the Pentridge grounds. The opera was received most enthusiastically by both audience and reviewers. There have since been numerous requests for repeat performances by the many supporters. Both the Street Opera, and the Council-supported song project which preceded it, were extremely successful, and beneficial to the Moreland community.

2. Policy Context Officer’s comments: The Free and Discounted Use of Councils Town Halls and Associated Meeting Rooms Policy (the Policy) governs the use of the Coburg Town Hall. Section 7 of the Policy states that:

free or discounted use will not be provided for: community groups and organisations or individuals already in receipt of financial support from Council, government bodies or organisations.

At the March 2017 Council meeting, Council resolved (NOM11/17) to provide $3,500 in funding to assist with the conference venue, print materials, and catering costs at the following 2 events planned for commemoration activities of the anniversary of the 1916 Conscription Referendum:

Brunswick Conference titled, ‘Democratic Opposition to War: the 1916-17 Anti-Conscription Campaigns, Impacts and Legacies’, at Siteworks, Saxon Street, Brunswick on 20 May 2017; and

The early January 2018 re-enactment of the women’s demonstration and chorus at Pentridge Prison.


At its November 2017 meeting, Council resolved to waive $3,365 hall hire fees for the ‘Serenading Adela’ event on Sunday 7 January 2018. Consequently, the Policy does not allow for officers to apply any discount to be applied or for the organisation to get free use of the Coburg Town Hall as the group has already received some financial support from Council. The Policy is currently under review and officers intend to bring a revised Policy to Council for endorsement at a meeting in the second half of 2018.

3. Financial Implications Officer’s comments: As noted in the policy section, Council resolved to waive $3,365 of hall hire fees for the ‘Serenading Adela’ event on Sunday 7 January 2018. The difference between that event and the one proposed in this Notice of Motion is significant, with the total financial waiver of hall hire fees is estimated to be $24,979.16 more. This is based on rates in the proposed 2018/2019 fees and charges. This total fee is broken down as follows and in accordance with the numbered parts of the motion: 1. Coburg Town Hall – daily rate hall hire $1,584.45 x 5 days = $7,922.25. An

estimate of security has been made by allowing for 5 guards (minimum 4 hours) is approximately $1,000 per night. $1,000 x 5 = $5000. Council’s public liability insurance fee is $27.35 to approved not-for-profit community groups.

2. Coburg Town Hall - daily rate Sunday 1 April - $1,584.45 3. Concert Halls - $147.30 per hour x 8 = $1,178.40 x 5 days = $5,892.00 4. Bump out costs for Coburg Town Hall and Concert Halls - $147.30 x 7 hours

plus $1,584.45 = $2,663.08 5. Fleming Park Hall - $78.75 x 4 hours = $315.00 x 6 days = $1,890.00 Estimated staffing costs $600 per day x 6 days = $3,600 Estimated cleaning costs $140 per day x 6 days = $840. The total cost implication of this Notice of Motion is estimated to be $29,419.16.

4. Resources Implications Officer’s comments: As per all bookings at Brunswick and Coburg Civic Centres, facilities support staff are rostered. Normally, the hall hire fees go towards offsetting the staffing costs, although the fees charged do not fully recover the costs.

Motion That Council provides: 1. Free use of the Coburg Town Hall during the Serenading Adela production week, for

five consecutive days in early April 2019. This free use will include any insurance or security requirements.

2. Free use of Coburg Town Hall for one additional booking of the Town Hall for a rehearsal the weekend prior to the performance, tentatively Sunday 1 April 2019.

3. Free use of the Concert Hall rooms to be used for performers’ Green Rooms for the five production week booking times.

4. Venue access to Coburg Town Hall and Concert Hall rooms until 3 pm for a bump-out the following day if needed.

5. Free use of Fleming Park Hall for six four-hour bookings, prior to production week, for rehearsals.

6. Advertising and promotion support within existing Council resources.


NOM21/18 PRODUCT STEWARDSHIP ACT 2011 REVIEW (D18/201298) Cr Dale Martin

1. Background Cr Martin’s background: The Product Stewardship Act 2011 provides the framework to effectively manage the environmental, health and safety impacts of products, and in particular those impacts associated with the disposal of products. The framework includes voluntary, co-regulatory and mandatory product stewardship. There are a number of schemes in place under the Product Stewardship Act 2011. To date these schemes have been largely voluntary and have failed to be as successful as they could be. Mandatory product stewardship on a number of products and materials would greatly increase Councils ability to reach its newly adopted position of targeting zero waste to landfill across our municipality by 2030. Submissions are open until 29 June 2018.

2. Policy Context Officer’s comments: This report is in keeping with Council’s commitments outlined in the Draft Waste and Litter Strategy 2018–2022 and the supports the target of Zero Waste to Landfill by 2030.

3. Financial Implications Officer’s comments: There are no financial implications in making a submission to Product Stewardship Act 2011 review.

4. Resources Implications Officer’s comments: Staff resources will be utilised to prepare the submission to the review.

Motion That Council: 1. Makes a submission to the review of the Product Stewardship Act 2011 (Cth) that

aligns with Councils recently adopted position of zero waste to landfill by 2030 and emphasises the benefits to Local Government of mandating the Australasian Recycling Label (ARL), improving and mandating the Australian Packaging Covenant and mandatory product stewardship for a range of problematic waste streams, including but not limited to:

All e-waste, (including televisions, computers, mobile phones, fluorescent lights and batteries), tyres and mattresses.

2. Promptly writes to the Chief Executive Officer and Councillors of other Northern region Councils to make them aware of the review and encourage them to also make a submission.


NOM22/18 SPARK! 2018 (D18/201328) Cr Dale Martin

1. Background Cr Martin’s background: The Moreland Energy Foundation Ltd (MEFL) is an independent not-for-profit organisation dedicated to tackling climate change. MEFL is a key partner of Council in the delivery of our Zero Carbon Evolution (ZCE) strategy and ambitious new target of zero carbon emissions within the municipality by the year 2040. MEFL first ran the ‘Spark!’ conference back in 2016 with great success. This years’ event will focus on two distinct streams – one centred on community and the other industry focused. Normally Councillors have the ability to offer support in the form of venue sponsorship however due to the ongoing funding arrangement with MEFL, the policy does not allow for a single Councillor to sponsor the event.

2. Policy Context Officer’s comments: The ‘Free and Discounted Use of the Council Town Halls and Associated Meetings Rooms Policy’ (the Policy) applies. Section 7 of the Policy states that free or discounted use will not be provided for community groups and organisations or individuals already in receipt of financial support from Council, government bodies or organisations. Under a Memorandum of Understanding (MoU) with MEFL, Council provides an annual operating grant of $400,000 plus inflation, which in 2017/2018 equated to $417,000 and in 2018/2019 will be $425,000. In addition to the annual MEFL (MoU) grant, Council provided MEFL $305,000 in 2017/2018 through an operating budget project grant, and the draft 2018/2019 budget includes $400,000, specifically for Zero Carbon Evolution (ZCE) implementation coordination and implementation activities. This financial year Council contracted MEFL for $50,000 in consulting fees to develop draft ZCE Refresh to 2020 and 2040 Framework documents. Beyond Council, MEFL currently receives project grant funding from the State Government for some substantial projects that officers understand are strictly tied to project deliverables/outcomes. As MEFL is already in receipt of significant financial support from Council and the State Government, officers cannot apply the Policy to offer any discounts for the use of the Town Halls. MEFL has already submitted an application to hire the Brunswick Town Hall for these dates and has the space secured, subject to the payment being finalised. The Policy is currently under review and officers intend to present a revised policy to Council for endorsement at a meeting in the second half of 2018. Section 5.8 of the ‘Councillor Support and Expense Reimbursement Policy’ allows Councillor attendance at this conference to be paid by Council without a resolution, provided that they have not spent more than their annual allowance for attendance at seminars, conferences and training.


3. Financial ImplicationsOfficer’s comments:The income that would be foregone for these two full days (Thursday 20 and Friday21 September 2018) is $3,606. In the booking request, MEFL also requested twohours (from 5 to7pm) on Wednesday 19 September 2018 to “bump-in”. If these twohours are included, the total hall hire fee is $3,986.70.Estimated staffing costs $600 per day for 2 days totals $1200Estimated cleaning costs $140 per day for 2 days totals $280.

4. Resources ImplicationsOfficer’s comments:As per all bookings at our Brunswick and Coburg Civic Centres, facilities support staffare rostered. Normally, the hall hire costs go towards offsetting the staffing costs,although the fees charged do not fully recover the costs.

Motion That Council: 1. Supports the Moreland Energy Foundation Ltd biennial ‘Spark!’ conference by

granting free use of the Brunswick Town Hall on Thursday 20 and Friday 21September 2018.

2. Writes to the Moreland Energy Foundation Ltd informing them of Councils decision tosponsor the event.


NOM23/18 EVERYBODY’S HOME CAMPAIGN (D18/201359) Cr Mark Riley

1. Background Cr Riley’s background: Everybody’s Home is a national campaign initiated by a coalition of housing, homelessness and welfare organisations. It aims to ensure housing solutions that will enable every Australian to be housed are at the centre of the debate in the next federal election. The campaign has 5 themes: 1. Support for first home-buyers - Reset our tax system to make it fairer for

ordinary Australians wanting to buy a home. 2. A national housing strategy - More low-cost properties mean more choices,

making it cheaper and easier to find a home. 500,000 new social and affordable rental homes are needed to meet the demand for affordable housing.

3. A better deal for renters - Get rid of ‘no grounds’ evictions and unfair rent rises so that millions of Australian renters have the security they need to create homes, build lives and raise families.

4. Immediate relief for Australians in chronic rental stress - Increase Commonwealth Rent Assistance for the thousands of Australians who are struggling to pay the rent.

5. A plan to end homelessness by 2030 - With real effort we can halve homelessness in 5 years, and end it in 10.

This resolution seeks Council support for the campaign and for Council to advocate to the Federal Government and opposition for substantial commitments towards addressing the housing crisis that is taking its toll of the wellbeing of many community members in the municipality.

2. Policy Context Officer’s comments: The campaign is strongly aligned with Council’s existing policy settings aligned with our policy settings such as the Moreland Municipal Health and Wellbeing Plan 2017-2021 and the Moreland Affordable Housing Strategy 2014-2018. It aligns with support and advocacy that Council has undertaken with regard to public housing renewal and rental law reform at the state government level. The campaign is being coordinated by the Council to Homeless Persons, of which Council has associate membership and long-time mutually supportive associations. Council officers have been briefed by the campaign coordinator on the opportunities for support at a community level with materials including videos and fact sheets available. A number of Councils across Australia have signed up to support the campaign to date, including the City of Sydney.

3. Financial Implications Officer’s comments: There are no financial implications for the Council’s commitment to the Everybody’s Home Campaign.


4. Resources Implications Officer’s comments: Preparation of letters and coordination of promotion of the campaign can be provided through existing resources of the Community Development and Social Policy team.

Motion That Council supports the Everybody’s Home Campaign by: 1. Committing to be being a Campaign Partner. 2. Writing to the Prime Minister, the Leader of the Opposition and the Member for Wills in

support of the campaign. 3. Promoting the campaign messages through Councils media and communications

channels.


NOM24/18 UNITED NATIONS COMPACT ON SAFE, ORDERLY AND REGULAR MIGRATION (D18/201413)

Cr Mark Riley

1. Background Cr Riley’s background: The United Nations (UN) Compact on Safe, Orderly, and Regular Migration (Compact) will be the first ever inter-governmentally negotiated agreement to cover all dimensions of migration. Twenty percent of all migrants live in just 20 cities. Heads of State and Government will meet in Morocco on 10-11 December 2018 to consider the UN Compact on Safe, Orderly and Regular Migration (referred to as the Global Compact) The draft Global Compact is based upon the purposes and principles espoused in the Charter of the United Nations and various other UN statements, including the Universal Declaration of Human Rights, the International Covenant on Civil and Political Rights, and the 2030 Agenda for Sustainable Development, among other agreements and treaties. This Global Compact presents a non-legally binding, cooperative framework that builds on earlier agreements and commitments. Further, the Draft Rev 1 (26 March 2018) states at point 7, that:

This Global Compact expresses our collective commitment to improving cooperation on international migration. Migration has been part of the human experience throughout history, and we recognise that it is a source of prosperity, innovation and sustainable development in our globalised world. The majority of migrants around the world today travel, live and work in a safe, orderly and regular manner. But migration undeniably affects our countries in very different and sometimes unpredictable ways.

The Compact details the principles and 22 objectives highlighting the intent and scope of the document, including matters such as, minimising the adverse drivers and structural factors that drive people to leave their country of origin; economic processes; social aspects including principles of reciprocity and creating conditions for migrants and diasporas to fully contribute to sustainable development in all countries; and, prevention of the trafficking of persons and, so on. Why are cities and local governments signing on to support the UN Compact on Safe, Orderly and Regular Migration? New York City and a small international working group, earlier this year, drafted a list of recommendations to strengthen the text, based on cities’ experiences implementing similar policies. Although the deadline for the call to sign on to the submission, ‘Cities and Local Authorities in the Draft of the Global Compact for Safe, Orderly and Regular Migration’, was 11 May 2018, late signatories are still welcomed. The submission seeks to give cities a voice in global discussions on migration in years to come. Moreland’s history is a story of migration. Moreland’s commitment to social justice and inclusion forms a strong basis for our support for this world first initiative and the need to work toward a global solution based on mutual respect and collaboration. While national governments are responsible for the regulation of migration flows, as local councils we have the responsibility in developing solutions that will enable all people to build positive, safe, meaningful, healthy and successful lives in Moreland, regardless of their background, beliefs, or immigration status. Collectively, we have immense experience innovating and implementing inclusive policies and practices, and we have shown that this approach is the pathway to greater economic strength, greater cohesive community and security, and a more resilient future.


2. Policy Context Officer’s comment: This proposal is in line with the Advocacy and Leadership theme within the Moreland Human Rights Policy 2016 – 2026 (One Community, Proudly Diverse) to promote human rights and address discrimination. Moreland is also a designated Refugee Welcome Zone: https://www.refugeecouncil.org.au/portfolio-item/moreland-city-council/ and Council is a signatory to the Welcoming Cities program https://welcomingcities.org.au/. Both these initiatives aim to create a welcoming environment and access to services and supports for refugees and newly arrived residents.

3. Financial Implications Officer’s comment: The following motions do not have a budgetary impact.

4. Resources Implications Officer’s comments: Officer time will be required to follow up and implement the motions. This can be undertaken within existing resources.

Motion That Council: 1. Following consultation with the Human Rights Committee, joins with other cities

around the world to sign the United Nations Compact on Safe, Orderly and Regular Migration.

2. Annually updates the Moreland section of the Refugee Council of Australia webpage featuring Council’s Refugee Welcome Zone and related items.

3. Becomes a signatory to the #WithRefugees solidarity statement, as proposed by the Refugee Council of Australia and promotes this through usual communications processes.

https://www.refugeecouncil.org.au/portfolio-item/moreland-city-council/

https://welcomingcities.org.au/


NOM25/18 SUPPORT FOR NORTHERN COMMUNITY LEGAL CENTRE (D18/201466)

Cr Sue Bolton

1. Background Cr Bolton’s comments: The Northern Community Legal Centre (NCLC) was formed in early 2016 following an amalgamation of the former Broadmeadows Community Legal Service and Moreland Community Legal Centre. NCLC services 3 local government areas–Moreland, Hume and Mitchell. Its purpose is to ensure equal access to justice in the north-western suburbs with legal services and community legal education to meet the needs of the most vulnerable and disadvantaged people. NCLC now sees more clients than the old Moreland Community Legal Centre. While the community legal service assists all disadvantaged people, the particularly vulnerable people that their service is targeted to help are:

victims and survivors of family violence; newly arrived and refugee communities; young people; people experiencing mental health issues; and older people at risk of abuse. NCLC is increasing its outreach services into Moreland. Currently it is involved in outreach services and community legal education in Brunswick, Coburg and Glenroy and is about to open a service in Fawkner which is focused on family violence. One of the Moreland organisations that NCLC works with is Merri Health. NCLC is currently located at Gladstone Park, which is difficult to access by public transport. NCLC has now secured an office which is centrally located at the Broadmeadows Station on the Craigieburn line. The new location will make NCLC more accessible for people from Moreland. NCLC has extra costs as a result of having to break its list to secure the more centrally located office at Broadmeadows station so is requesting a one-off grant of $55,000. While NCLC is not asking for ongoing support, some local councils provide ongoing assistance, such as Whitehorse Council provides offices to the Eastern Community Legal Centre; West Justice in Footscray is located in the council-owned youth centre; St Kilda Community Legal Centre receives subsidised rent from council.

2. Policy Context Officer’s comments: The NCLC has made a budget submission to the 2018/2019 Annual Budget seeking $55,000 from Council to support their relocation from Gladstone Park to Broadmeadows Station. This submission is being considered amongst all the submissions received by Council and against Council priorities. It is understood a budget submission has also been made to Hume City Council for the same funding amount. Council officers are corresponding with Hume City Council to understand their position on funding the relocation. It is officers’ recommendation that this budget submission be resolved through the budget process.


3. Financial Implications Officer’s comments: The budget submission is for $55,000. If approved, this will be a $55,000 expense to Council in 2018/2019.

4. Resources Implications Officer’s comments: No resource implications have been identified.

Motion That Council: 1. Recognises the important work done by the Northern Community Legal Centre in the

Moreland community and recognises the importance of Northern Community Legal Centre moving to a more central location to become more accessible for Moreland residents.

2. Supports a one-off support payment to Northern Community Legal Centre to assist it to relocate to its new office at the Broadmeadows train station, as per its budget submission.

3. Informs the Moreland community of the availability of the Northern Community Legal Centre. One such assistance would be making Northern Community Legal Centre information available in Council offices.


NOM26/18 AFFORDABLE HOUSING (D18/201483) Cr Sue Bolton

1. Background Cr Bolton’s background: The Department of Health and Human Services March 2018 Rent Report reveals that only 1.7% of dwellings are affordable in Moreland, with only 0.7% one bedroom flats being affordable. This is at the same time as wage growth is the lowest in Australia in decades and Newstart benefits not been increased in more than 20 years. The lack of affordable housing is at the lowest level in decades. This exceptional situation demands emergency measures to avoid a social catastrophe and to preserve Moreland as a diverse community. Moreland has established a land trust called Moreland Affordable Housing Limited to deliver affordable housing on council-owned land in the Moreland area.

2. Policy Context Officer’s comments: The Moreland Affordable Housing Strategy 2014-2018 (MAHS) and the Moreland Planning Scheme specifically support actions to support the provision of housing to people who are homeless or at risk of homelessness. Both also include actions to support the increase in social housing stock in the municipality. Strategy 4.3 of the MAHS states: Advocate to address homelessness and associated stigmatisation and improve pathways out of homelessness. Homelessness is significant issue which impacts on the priority groups identified in the Human Rights Policy 2016-2026. Participation by those with a lived experience of homelessness in the working group specifically address the empowerment and participation theme of the policy. The Moreland Affordable Housing Strategy 2014-2018 (MAHS) aims to maximise the supply of affordable housing in the municipality. The MAHS draws on the experience of Council being directly involved in a number of community housing projects during the early 2000s to support a preference for future projects to use a ‘land trust’ model to deliver Council’s policy objectives. In November 2017 Council resolved to set up Moreland Affordable Housing Ltd (MAH) as a company limited by guarantee with charitable status. MAH would have the ability to participate in innovative development and financing models, with scope to include multiple agencies as well as State and other local governments in affordable housing development proposals. On 25 May 2018, as required by the relevant provisions of the Local Government Act, the Minister for Local Government approved the establishment of MAH. Council will now facilitate recruitment for the company board so that MAH will be operational by the end of 2018. With regard to selection of council-owned land for an affordable housing development undertaken by MAH, the undertaking of feasibility studies is to be undertaken in a coordinated manner with the newly established MAH. It would be premature to commence site identification without the MAH who have, amongst other purposes, been charged with this task.


Further, in considering ‘re-purposing’ a potential site within the Coburg Activity Centre, it would not be prudent to make an early decision to earmark a site for affordable housing before current major projects of The Coburg Initiative (Coburg Square and Hospital sites) are completed. Most of the Council owned sites within the Coburg Activity Centre are already encumbered by car parks which were created by special rate schemes, obligating Council to replace these car parks in any redevelopment. This makes viability of development particularly difficult. Other Council owned sites in the activity centre are occupied by existing community facilities (e.g. the library) and any redevelopment would need to factor in the future planning for these facilities. With regard to the Kangan Batman TAFE sites in Moreland (at Coburg and Coburg North), it is officers’ understanding that there is a very low likelihood of success in requesting that the Department of Education develop these surplus land parcels as affordable housing as this is not their core business. As such the land would need to change ownership to the Department of Health and Human Services. A change in ownership can only occur if the land is declared surplus and officers understand this has not been the case.

3. Financial Implications Officer’s comments: The financial implications for ‘re-purposing’ a site for affordable housing are not clear as feasibility and assessment works can range from low resource desktop assessments to technical and financial tasks that can cost in the tens of thousands. The limited allocated funds for MAH for project development may be put at risk if a pre-emptive decision was made on a preferred site. If Council wanted to proceed with redevelopment of Council owned land within the Coburg Activity Centre, assuming a suitable site could be identified, it is estimated a budget of approximately $300,000 would be required to run the associated tender process, plus an additional $100,000 to cover an additional staff resource.

4. Resources Implications Officer’s comments: There is very limited council staff resources to effectively support the development of specific sites for affordable housing. As noted above, when operational, MAH will have some resources to identify appropriate sites for affordable housing development within Moreland.

Motion That Council recognises the seriousness of the housing affordability crisis confronting the Moreland community. In addition to its support for the Moreland Affordable Housing Limited, council seeks to take additional measures to address the housing affordability crisis. Therefore Council: 1. Considers additional measures which could be taken to increase the supply of

affordable housing on the council-owned sites in the Coburg Activity Centre. 2. Lobbies the Minister for Housing, the Hon. Martin Foley, to develop the abandoned

Kangan Batman TAFE sites in Moreland as affordable housing, with a preference for public housing.


NOM27/18 SYDNEY ROAD POP-UP PARK AND TEMPORARY ACCESSIBLE TRAM STOP (D18/201662)

Cr Lambros Tapinos

1. Background Cr Tapinos’ comments: The state government is offering up to $200,000 for community projects under its PickMyProject grants. One of the categories for these grants is ‘Mobility and Transport’. Local group ‘Revitalise Sydney Road’ is proposing that Council partners with them to apply for a grant to install a temporary pop up park on Sydney Road in front of Barkly Square. The park would include an accessible tram stop, trees, seating and other public amenities. The pop-up park would provide an opportunity for the public to trial the concept of accessible tram stops on Sydney Road and discuss what elements work and what don’t. It will run for 4 weeks in January to minimise traffic disruptions. In order to apply for a grant, Revitalise Sydney Road needs to partner with a not-for-profit organisation with the skills to administer a grant of this size.

2. Policy Context Officer’s comments: Sydney Road is a declared arterial road managed by Vic Roads. For the proposal to be implemented the approval of, and partnership with, Vic Roads and Yarra Trams will be necessary. Additionally the removal of Clearways at this location needs to be approved by the Minister of Transport. Accessible tram stops and pop-up parks are consistent with Council’s:

Urban Heat Island Effect Action Plan; Urban Forest Strategy 2017-2027; Cooling the Upfield Corridor Draft Action Plan 2018-2019; Moreland Integrated Transport Strategy 2010-2019; and Moreland Disability Access and Inclusion Plan 2016-2020. The design of a temporary pop-up park and accessible tram stop within the confined space of Sydney Road presents complex design considerations that will need to be effectively resolved with Vic Roads and Yarra trams. Council can participate in considerations of designs recognising that Vic Roads and Yarra trams would be ultimate decision-makers having direct responsibility for the functioning of Sydney Road. Separately, Council has been part of monthly working group meetings facilitated by VicRoads (called Codesign) to develop solutions for pedestrian and cyclist safety on Sydney Road since March last year. The working group comprises a number of stakeholders including Revitalise Sydney Road, VicRoads, Transport for Victoria, PTV, Yarra Trams, RACV, Bicycle Network, Coburg Traders Association and Sydney Road Brunswick Association. VicRoads will soon begin an initial phase of community consultation to confirm key issues for different users of Sydney Road but the start date is subject to ministerial approval.


Concept designs including protected bike lanes, footpath kerb extensions and a peak-hour tram lane will be presented to the public with the feedback used to create a proposed design to improve the road. The three-week-long consultation will seek feedback on options including a protected bike lane, footpath kerb extensions, a peak-hour tram lane and level-access tram stops. It will comprise of an online and hard copy survey, information sessions, individual briefings with key stakeholders and face-to-face engagement on the street with pedestrians, cyclists and public transport users. VicRoads will report on the findings once the consultation is complete, after which a second phase of consultation will start once a proposed design has been developed. Ultimately State departments (VicRoads, PTV and Transport for Victoria) need to submit a funding application for an approved treatment for Sydney Road after this consultation.

3. Financial Implications Officer’s comments: There are no costs associated with actioning the proposed resolution.

4. Resources Implications Officer’s comments: The resolution can be accommodated with existing staff resources. In the event that this initial application gains Vic Roads and Yarra Trams support and the grant is awarded, officers from the Urban Design and Transport Units can input to a proposed design resolution for the project which would ultimately need to be approved and implemented by VicRoads and Yarra Trams.

Motion That Council provides a letter of support to the Sydney Road Traders and ‘Revitalise Sydney Road’, in their application for a PickMyProject grant to install a temporary accessible tram stop and potentially a pop-up park outside of Barkly Square Shopping Centre in January 2019.