Minutes of Ordinary Council - 28 May 2019 · 5/28/2019 · That Council write a letter of condolence to olin’s family under seal. Moved: Cr Trenery Seconded: Cr OConnor ... RECOMMENDATION

ORDINARY COUNCIL MINUTES - 28 MAY 2019

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Purpose:

We will provide leadership, good governance and engage with the community to grow the social, economic and environmental viability and sustainability of Indigo Shire.

HELD: Tuesday, 28 May 2019 at 6.30pm

LOCATION: Beechworth Council Chambers

ATTENDEES: NAME TITLE Cr Bernard Gaffney Mayor Cr Larry Goldsworthy Councillor Cr Jenny O’Connor Councillor Cr Sophie Price Councillor Cr Diane Shepheard Councillor Cr James Trenery Councillor Trevor Ierino Chief Executive Officer Mark Florence Director Community & Economic Development Greg Pinkerton Director Planning & Corporate Services Ian Ellett Director Infrastructure Services Alexandra Digby Secretariat

Vision:

INDIGO: Heritage Shire - Bold Future.

These minutes of the Council Meeting held on the 28 May 2019 of Indigo Shire Council were confirmed at the Ordinary Council Meeting held on the 25 June 2019. __________________________________ Mayor Cr Bernard Gaffney

These Minutes are not a verbatim transcript of the discussions in the Council meeting; a recording of this meeting can be found on Council’s webpage.

Responses given by Councillors and Council Staff are the opinion of the individual responders, and accurate at the time of response, to the best of their knowledge.


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TABLE OF CONTENTS

1. WELCOME ...........................................................................................................................4

2. ACKNOWLEDGEMENT OF THE TRADITIONAL OWNERS OF THE LAND .....................................4

3. APOLOGIES AND LEAVE OF ABSENCE ....................................................................................4

4. DECLARATION OF CONFLICT OF INTEREST .............................................................................4

5. OPEN FORUM ......................................................................................................................4

6. CONDOLENCES .....................................................................................................................4

7. CONFIRMATION OF MINUTES FROM PREVIOUS MEETING(S) .................................................5

8. BUSINESS ARISING FROM PREVIOUS MINUTES NIL REPORTS .................................................5

9. DEPUTATIONS AND PETITIONS .............................................................................................5

10. PLANNING & CORPORATE SERVICES .....................................................................................6

10.1 April 2019 Finance Report ................................................................................................... 6

10.2 Procurement Policy 2019 ...................................................................................................16

10.3 Assembly of Councillors Records .......................................................................................19

10.4 Cue Springs Water Extraction Monthly Monitoring ..........................................................21

11. COMMUNITY & ECONOMIC DEVELOPMENT........................................................................ 23

11.1 Youth Strategy 2019-2023 .................................................................................................23

11.2 Wahgunyah Railway Land Masterplan 2019 .....................................................................32

12. INFRASTRUCTURE SERVICES ............................................................................................... 37

12.1 Climate Change Policy ........................................................................................................37

12.2 Environmental Upgrade Finance .......................................................................................42

12.3 Asset Management Strategy..............................................................................................42

12.4 Environment Strategy ........................................................................................................53

13. EXECUTIVE MANAGEMENT................................................................................................. 58

13.1 Advisory Committee Minutes ............................................................................................58

14. NOTICES OF MOTION ......................................................................................................... 61

15. COUNCILLORS REPORT ....................................................................................................... 62

15.1 Mayor's Diary - April 2019 .................................................................................................62

16. DECISIONS REGISTER .......................................................................................................... 64


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16.1 Decisions Register ..............................................................................................................64

17. GENERAL BUSINESS ............................................................................................................ 68


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1. WELCOME

Mayor Gaffney welcomed all to this meeting of Council and noted that this meeting will be live streamed and recorded, and the voices and images of those participating in the meeting, and in the gallery, may be captured as part of this recording.

2. ACKNOWLEDGEMENT OF THE TRADITIONAL OWNERS OF THE LAND

Mayor Gaffney acknowledge the original owners of the land on which the meeting was held and paid respects to their elders past and present and welcomed any descendants who may be there on behalf of all Councillors and those present. Mayor Gaffney noted that as Councillors they have all taken an oath to carry out our duties in the best interests of the people of Indigo Shire and to do this in a fair and impartial manner. They are all committed to exercising the Council’s powers and functions to the best of our skills and judgement.

3. APOLOGIES AND LEAVE OF ABSENCE

Cr Murdoch is an apology for this meeting. 4. DECLARATION OF CONFLICT OF INTEREST

Cr Shepheard has declared an indirect conflict of interest by close association and a direct financial interest in item 12.4 Environmental Strategy. Cr Shepheard left the Chamber for the duration of this item.

5. OPEN FORUM

Peter Watkins, Community Safety Officer from Sandy Creek and Charleroi Rural Fire Brigade Questions 1 Can Ian Ellett please update the Meeting on the safety issues with Sandy Creek Road?

Ian Ellett, Director Infrastructure Services responded by giving a brief general update. Council is aware that a Community Action Group has formed in Sandy Creek concerned with the condition of Sandy Creek Road. Council staff have been in touch with members of the community and undertaken some investigations. This issue of road safety has fed into our Traffic Liaison Committee between Regional Roads Victoria, Police and Council. Further actions from this committee will be followed up and responded to in due course.

6. CONDOLENCES

Cr Trenery moved a condolence motion for Colin Campbell OAM who recently passed away. Cr Trenery spoke about Mr Campbell’s outstanding contribution to the community. Colin was a Committee Member and Vice Chair of the Rutherglen Wine Festival Committee, long standing board member of North East Tourism, Chairman of North East Wine Makers, led the formation of the Muscats of Rutherglen Network and Durif of Rutherglen Network, Chair of the Fortified Sustainability Project, Small Winemakers Committee and Board Member on the Wine Makers Federation of Australia. Campbell’s is a founding member of the Australia’s First Families of Wine, a group of 12 families only which added up to 1200 years of combined wine making. Colin was a founding member of the Rutherglen Rotary Club and was named a Paul Harris Fellow which is Rotary’s highest honour. He received the Victorian Industry Association


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Distinguished Service Award. Colin was named the inaugural Victorian ‘Legend of the Vine’. Colin Campbell changed our classification system in regards to wine. He was a fantastic businessman, community leader, he was a mentor to me and to many others. Colin was a great man to all that knew him.

The Mayor added that Colin Bruce Campbell OAM was an icon, leader and legend of the wine industry, he was also a hero for the community in Rutherglen. I was very proud to call Colin my friend.

MOTION

That Council write a letter of condolence to Colin’s family under seal.

Moved: Cr Trenery Seconded: Cr OConnor

CARRIED

7. CONFIRMATION OF MINUTES FROM PREVIOUS MEETING(S)

RESOLUTION

That the Minutes of the Ordinary Council Meeting held on 30 April 2019, as published on Council's website, be confirmed.

Moved: Cr Price Seconded: Cr Shepheard

CARRIED 8. BUSINESS ARISING FROM PREVIOUS MINUTES

Nil

9. DEPUTATIONS AND PETITIONS

Nil reports


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10. PLANNING & CORPORATE SERVICES

10.1 APRIL 2019 FINANCE REPORT

File No: 2019/351 Phil Garoni - Manager Finance & Risk Planning & Corporate Services

For Information

RECOMMENDATION

That Council accepts the Monthly Financial Report as at 30 April 2019

RESOLUTION

That Council accepts the Monthly Financial Report as at 30 April 2019 Moved: Cr Goldsworthy Seconded: Cr Trenery

CARRIED

Question on Notice: Cr Trenery asked where our cash projection will end up. Greg Pinkerton, Director Planning and Corporate Services to take as a question on notice, response to be provided in business arising from previous meetings in the June Council Meeting agenda.

PURPOSE OF REPORT

This finance report covers the year to date position for the first ten months of the 2018/19 financial year. The following report shows Council’s April position against the adopted year-end forecast, and provides an indication of Council’s financial performance of the 2018/19 financial year. BACKGROUND

Nil DISCUSSION

The income statement shows Council’s net financial result was a deficit of $0.708 million which is $184k favourable to the forecast position of $0.892 million deficit. Details of the main variances are reported below.


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Income Operating grants The YTD favourable variance of $61k is due to:

$44.6k unbudgeted grant income for Fire preparedness project. $15k unbudgeted grant income within Early years for the walk to school program.

For all the above grants there will be expenditure incurred in the year to offset against the unbudgeted income received. Statutory fees and fines The YTD favourable variance of $53k is due to:

$21k greater building income received for various activities than predicted at this time of the year.

$19.6k greater animal control income for registrations and infringements than expected. $17.9k increase in receipts for statutory planning income than expected.

Expenditure Contract payments YTD unfavourable variance of $89.8k is mainly due to the contract payments to cover for vacant positions, which are partially offset by a favourable variation in employee costs. In addition

Account GroupYTD

actuals

YTD

forecast

YTD

variance $

YTD

variance

%

2018-19

Quarter 1

Forecast

Mid-year

Review / YEF

2017-2018

April

YTD

Actuals

Income

Contributions - developer 34,331 23,725 10,606 45% 17,000 23,725 54,800

Contributions - operating 147,202 102,337 44,865 44% 113,998 146,165 102,600

Operating grants 2,729,614 2,668,360 61,254 2% 3,644,792 3,659,254 3,383,132

Interest income 231,431 230,504 927 0% 183,800 234,004 171,228

Other revenue 1,494,569 1,513,935 (19,366) (1%) 2,068,218 2,106,923 2,159,917

Rates & charges 16,308,109 16,294,038 14,072 0% 16,250,093 16,296,038 15,681,242

Reimbursements 128,384 106,102 22,282 21% 74,682 123,638 95,972

Statutory fees & fines 928,866 875,833 53,033 6% 1,020,746 1,074,615 781,745

User charges 2,700,334 2,722,467 (22,133) (1%) 3,325,945 3,556,275 2,919,360

Total income 24,702,840 24,537,299 165,541 1% 26,699,274 27,220,635 25,349,996

Expense

Borrowing costs 113,790 115,900 2,110 2% 134,085 136,195 136,749

Contract payments 4,812,737 4,722,919 (89,817) (2%) 7,158,492 6,749,119 4,345,524

Depreciation 5,177,224 5,168,867 (8,357) (0%) 5,804,669 5,729,232 4,626,776

Employee costs 8,646,760 8,828,047 181,286 2% 10,885,556 11,002,998 9,357,500

Materials & consumables 3,243,302 3,201,869 (41,433) (1%) 3,467,991 3,751,423 2,784,998

Other expenses 2,884,546 2,867,582 (16,964) (1%) 3,216,752 3,580,618 2,828,111

Utilities 532,722 523,933 (8,789) (2%) 663,321 652,364 550,096

Total expense 25,411,080 25,429,116 18,036 0% 31,330,866 31,601,948 24,629,753

Surplus / (deficit)* (708,240) (891,817) 183,577 21% (4,631,592) (4,381,313) 720,243

(Red variance) is unfavourable

Black variance is favourable

April 2019 - Income statement

Year to Date ( YTD )

* For both actual and budget a positive net result means a favourable contribution to Council, which is referred to as a surplus and a negative net

result means a unfavourable contribution to Council, which is referred to as a deficit.


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unbudgeted contract payments for development works at Mt Buller, with the costs offset by operating contributions received for the reimbursement of these works. Employee costs YTD favourable variance of $181k is mainly due to the following reasons:

Vacancies, partially offset by contract payments to cover for vacant positions.

Staff time being allocated into project work. This is a normal favourability at this time of the year as more staff time is used for capital projects. This variance is due to the timing of the major project work and will diminish in the coming months.


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CASH

Council’s Cash position at the end of April 2019 was $7.83 million. This is $0.974 million lower than the same period last year. This is primarily due to the various capital works program reaching completion.


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Bank Term Rate %

Due

Rollover Amount

WAW 92 2.45 19/06/2019 1,000,000

IMB Bank 183 2.45 2/10/2019 1,000,000

Defence Bank 92 2.40 26/06/2019 1,000,000

Rabobank Bank 122 2.40 25/07/2019 1,000,000

Rural Bank 89 2.40 28/05/2019 1,000,000

Bank Vic 90 2.70 27/05/2019 1,000,000

Bendigo Bank 120 2.60 5/06/2019 500,000

Bendigo Bank 91 2.45 2/07/2019 500,000

Total of All Investments 7,000,000

Indigo Shire Operating Account 0.90 830,164

WAW Credit Union S13 0.05 94

Total Operating Cash Position 830,258

Total Cash Position 7,830,258

Indigo Shire Council - Cash & Investment Report as at 30 April 2019


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CAPITAL WORKS

The YTD Capital works expenditure for the 2018/19 Financial Year is $4.345 million. A more detailed commentary on capital works is shown below.

Midyear

ForecastYTD actuals

%

Complete

Midyear

ForecastYTD actuals

%

Complete

Capital works total 7,564,855 4,065,964 53.7% 9,167,011 4,345,058 47.4%

Capital works

expenditure

2017-18 2018-19


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The combined YTD project expenditure, at the end of April, across both the Capital Works and Non-ISC asset project areas totals $5,030,121. This total is comprised of $4.345 million in capital projects and $685k against Non-ISC assets. This represents a total spend on all projects of $637,773 in April.

Project Highlights in April

The following projects had notable activity in April: -

- The civil earthworks component of the Lake King remodelling project saw significant progress with the outstanding concrete dam wall overflow, outfall structure, and beach area planned for May. Also still to be completed are the granitic and concrete paths, installation of the refurbished viewing platform and landscape works.

- Works on Sheridans bridge replacement started with detours implemented and demolition completed. Construction works are starting in May and programmed for completion in Aug/Sep.

- Replacement of the electrical equipment and system damaged by a power surge to the Beechworth Visitor Information Centre and Library is underway,

- Renewal works to the Chiltern Court House building are continuing with internal carpentry refurbishment works and a specialist roofing contractor commencing works,

- Kitchen upgrade works to the Chiltern Citizens Club are nearly complete with finishing trades due for completion in May,

- Refurbishment of the Rutherglen Wine Experience building renewal works commenced in April. Initial works comprise rectification of roofing, waterproofing and drainage works. Internal carpentry works commencing in May,


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- In April Council took advantage of the existing scaffolding at the Quercus (Beechworth Methodist Church) and painted the ceiling. This opportunistic approach saved $10k compared to delivering it as an isolated project in 2019/20.

- The contract for the new E-waste storage sheds at Beechworth and Rutherglen transfer stations has been awarded with construction programmed to commence in May,

- Council’s water bubbler expansion project has now installed 3 water bubblers at; Yackandandah court house, Wahgunyah Rail Yards and Lake Sambell (Sandy Beach) Three more installations are proposed to be completed across the shire before the end of June. These are to be located at, Coulston Park (Tangambalanga), Barnawartha Recreation Reserve, and Gollings Square in Rutherglen.

Progress across the whole program is ongoing and the updated Capital Works monitor, detailing all of the YTD expenditure, YTD income and project manager comments is attached to this report.

Beechworth-Yackandandah Rail Trail

Landholder consultations, design and planning approvals for Section 1 (Peach Drive to Kibell Lane) were completed in April. Construction commenced with early works drainage being installed and bulk earthworks underway. Continued planning, design, approvals and consultation also progressing across all other stages with Section 3 (Factory/Fanning Lanes) planned to be the next stage schedule for construction.

Project Additions

In March a power surge caused damage to the Beechworth Library and Visitor Information Centre.

Repair works to the air conditioning and electric locking system are underway and new

electronic/communication equipment needs replacing. Damage assessments are ongoing but initial

estimate of costs are $65,000. Cost are mostly covered by insurance with an excess of $5k.

Projected Year-End Expenditure and Income

The Project Review Committee continues to closely monitor the capital works program’s end of year position financially and physically. April has seen some changes to both income and expenditure with the revised year-end forecast across capital and Non-ISC now projected to be $8.40 million (or approximately 81% of the mid-year forecast position). The reduction in the projected year-end position is mainly associated with a few large projects which are multi-year, grant funded projects, most of which weren’t funded or didn’t have signed funding agreements at the beginning of the year.

Notable variations are associated with the following projects: -

o Beechworth-Yackandandah Rail Trail – Further reduction in 2018/19 forecast expenditure to reflect current project milestone alignment with Council delivery method. (Q2 Forecast $800k, Projected now 650k)

o E-waste storage sheds – Further reduction in forecast year end expenditure to reflect revised project timelines as a result of an extended procurement process. Project expected to be finished early in 2019/20 still well in advance of the December 2019 completion date required by the funding agreement.

(Q2 Forecast $184k, Projected now 80k) o Fixing Country Roads Bridges Grant program. Some expenditure on these projects will

not be incurred until early in 2019/20. The Racecourse Road Bridge project is scheduled for completion in June whilst Sheridans Bridge Road and Escort Bridge Road bridges will likely not be completed until August/September.


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(Q2 Forecast $1.1 Million, Projected now 510k) o Osbornes Flat Road – Intersection Safety Improvements (Black Spot Funded). Contractor

engaged early May and whilst the majority of expenditure is forecast to be spent before the end of June the preliminary program from the preferred contactor has works continuing into July. (Q2 Forecast $619k, Projected now 480k)

o Roads to Recovery 2018/19 project income has been reduced from $406,655 to $309,345. This reduction in income ($97,310) reflects the additional income received late in 2017/18.

Options

Nil STRATEGIC CONTEXT

COUNCIL PLAN 2017 – 2021

Theme 5. Indigo's Civic Leadership & Governance

Strategic Objective 5.1 Indigo Shire is financially sustainable

SOCIAL/COMMUNITY IMPLICATIONS

This report provides details of Council’s performance across a range of services, works and programs that support and enhance the wellbeing of residents and visitors to Indigo Shire.

ENVIRONMENTAL IMPLICATIONS

There are no environmental implications. FINANCIAL IMPLICATIONS

Addressed throughout the report LEGISLATIVE IMPLICATIONS

There are no legislative implications. RISK & OPPORTUNITY MANAGEMENT

Nil COMMUNITY ENGAGEMENT

CONSULTATION/COMMUNICATION UNDERTAKEN

Nil CONSULTATION/COMMUNICATION PROPOSED

Nil CONCLUSION

Council’s financial position for operating at the end of April is strong. Staff are continuing to implement Council’s capital works program and meet Council’s end of year forecast position.


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DECLARATION OF CONFLICT OF INTEREST

Under section 80C of the Local Government Act 1989, the following officers declare that they have no interests to disclose in providing this report:

Phil Garoni - Finance & Risk Manager

Greg Pinkerton - Director Planning and Corporate Services

Ian Ellett - Director Infrastructure Services

Ewen Oldmeadow - Manager Capital Projects

Attachments

1. YTD April service plan statement

2. YTD April Capital works monitor

OC_28052019_MIN_files/OC_28052019_MIN_Attachment_5609_1.PDF



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10.2 PROCUREMENT POLICY 2019

File No: 2019/337 Greg Pinkerton - Director Planning & Corporate Services

Planning & Corporate Services

For Decision

RECOMMENDATION

That Council adopts the attached Procurement Policy 2019.

RESOLUTION

That Council releases the Draft Procurement Policy for a two week period for consultation with the community. Moved: Cr O'Connor Seconded: Cr Trenery

CARRIED PURPOSE OF REPORT

The purpose of this report is to present a refreshed Procurement Policy (2019) for adoption. BACKGROUND

Procurement is a core function of Council, with Indigo Shire budgeted to spend approximately $30 million in the 2019/20 financial year. The procurement of goods and services is governed and guided by a number of strategic and legislative documents, including;

The Local Government Act

Best Practice Procurement Guide (Victorian Local Government)

Council’s key strategic documents (environmental policies, economic development policies, etc.).

Policy & procedure (Conflict of interest, etc.).

Regulation and findings by key authorities (VAGO, IBAC, etc.).

The many influencing forces acting on the procurement environment result in a Procurement Policy that is unique for a particular Council and a particular point in time. As legislation, regulation, best practice, and Council’s objectives shift, so too the Procurement Policy develops to guide the activities of the organisation. DISCUSSION

Three years ago the Procurement Policy underwent a significant rewrite to modernise it and bring it into closer alignment with the procurement policies of Indigo’s neighbouring Shires. This work promotes improved governance as well as facilitating collaborative procurement initiatives. This improved policy has now been in place for three years and has served Council’s needs well. This year’s policy refresh proposes the following changes:

Strengthening of the local benefit section to specify that jobs and investment are important goals for Council, and the inclusion of a 10% weighting in tender evaluations.

The addition of timing as a variable to be considered in procurement decisions.


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Additional guidance provided for situations of increasing spend.

Improved wording in relation to social procurement.

Recognition of Council’s usual practice of using joint tenders and procurement groups.

Recognition that Council will seek collaborative procurement opportunities here suitable.

Visibility of Council’s internal monitoring and review process.

Minor wording changes to update and clarify the document. The Procurement Policy was written with reference to the Local Government Act as well as industry guidelines. It contains the current best-practice thinking in procurement process and the updated policy provides a clear, compliant, and user friendly document. Council’s procurement practice is subject to management oversight, internal QC processes, and Council’s internal audit function. This document will provide a clear and appropriate framework for staff and audit to use. It is now recommended that Council adopts the attached Procurement Policy (2019) to acquit its responsibilities under s.186A (7) of the Local Government Act. Options

Council is required to consider the Procurement Policy in the 2018/19 financial year. STRATEGIC CONTEXT



Strategic Objective 5.2 Council provide good governance and its business is open and transparent

Strategic Action N/A


The procurement Policy includes several social and community focussed sections including local procurement, social benefit and environmental considerations. The policy includes these considerations alongside traditional measures such as cost and quality. In this way the policy expresses the view that achieving value for money is a balance between price and non-price elements of a purchase. This year’s revision contains a strengthened wording for local benefit with the identification of employment and investment as goals that Council is interested in pursuing. ENVIRONMENTAL IMPLICATIONS

The policy contains sections that recognise Council’s commitment to a sustainable future. An enhancement to the current policy is a stronger link to adopted Council Policies. This allows for environmental policies to be adopted by Council and be immediately recognised in procurement practices, rather than waiting for the next update of the Procurement Policy. FINANCIAL IMPLICATIONS

There are no direct financial implications arising from the adoption of this updated policy. LEGISLATIVE IMPLICATIONS

The review of Council’s Procurement Policy is required under s.186A(7) of the Local Government Act (1989).


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RISK & OPPORTUNITY MANAGEMENT

Description Likelihood Consequence Final Risk Rating Controls, treatments

That procurement practices do not follow the adopted policy position

Possible Minor Low Council’s finance team monitor compliance with several of the aspects of the policy. In addition, Council’s dual sign-off and approval systems ensure that each transaction is subject to appropriate oversight.

Procurement is an area that does have a level of risk. The attached policy is part of the mitigation strategy for this financial risk and the adoption of this policy underpins the governance and compliance of Council’s procurement activities. A recent audit of Council’s procurement practices highlighted that, although the Procurement Policy itself is a strength of Indigo Shire Council, some additional work is required on procedures to ensure that the principles in the policy are enacted consistently throughout the organisation. This work is underway and will result in greater compliance and assurance to Council and the community. COMMUNITY ENGAGEMENT

No community consultation was undertaken in the refresh of the Procurement Policy. CONSULTATION/COMMUNICATION PROPOSED

Level of public participation

Promise to the public/stakeholders Examples of techniques used/to use

Inform We will provide information to help you understand the issue

Website

Council’s Procurement Policy is a public document and will be displayed on Council’s website. CONCLUSION

The adoption of the Procurement Policy continues Council’s governance practices and acquits its responsibility under the Local Government Act 1989. The attached policy has been refreshed and clarified and provides compliant, clear and relevant guidance for staff when undertaking procurement activities. DECLARATION OF CONFLICT OF INTEREST

Under section 80C of the Local Government Act 1989, the following officers declare that they have no interests to disclose in providing this report.

Greg Pinkerton – Director Planning and Corporate Services

Attachments

1. Procurement Policy 2019



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10.3 ASSEMBLY OF COUNCILLORS RECORDS

File No: 2019/256 Greg Pinkerton - Director Planning & Corporate Services


For Decision

RECOMMENDATION

That Council accepts the attached Assembly of Councillors records.

RESOLUTION

That Council accepts the attached Assembly of Councillors records. Moved: Cr Shepheard Seconded: Cr Price

CARRIED

PURPOSE OF REPORT

The purpose of this report is to present Assembly of Councillors records to Council for acceptance. BACKGROUND

The Local Government Act 1989 (‘Act’) defines an assembly of councillors as a meeting of an advisory committee of Council, if at least one Councillor is present, or a planned or scheduled meeting of at least half the Councillors and one member of Council staff which considers matters that are intended or likely to be:

a) The subject of a decision of the Council; or

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

An assembly of councillors does not include a meeting of the Council, a special committee of the Council, an audit committee established under section 139, a club, association, peak body, political party or other organisation. DISCUSSION

As required by the Act, the attached Assembly of Councillors records are presented to Council for acceptance (summarised in the table below):-

MEETING DATE

Councillor Briefing 9 April 2019




Councillor Briefing 7 May 2019

NOTE: The timing of the agenda distribution will sometimes make it difficult to provide a complete month. Please note that any items not included will carry forward to the following month.


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COUNCIL PLAN/STRATEGY/POLICY



An Assembly of Councillors record is a mechanism for Councillors and officers to openly declare and report any conflicts that may have arisen during a defined assembly of councillors. This demonstrates to Council and the community that the decision-making occurring in these meetings is conducted with transparency and good governance. FINANCIAL IMPLICATIONS

There are no financial implications with this report. LEGISLATIVE IMPLICATIONS

Section 80A (2) of the Act requires that a written record of an Assembly of Councillors to be reported as soon as practicable to an Ordinary Council meeting and incorporated in the minutes. This reports details the Assembly of Councillors that have occurred since the last Council meeting, and is prepared in accordance with the requirements of section 80A. RISK & OPPORTUNITY MANAGEMENT


That a defined assembly of councillors is not reported to Council.

Likely Insignificant Medium Regular reminders to officers about the requirement to report assemblies. Follow up of missing assemblies for known meetings.

CONCLUSION

The Assembly of Councillor records attached to this report are a true and accurate record of all assemblies reported since the last report to Council. DECLARATION OF CONFLICT OF INTEREST


Greg Pinkerton - Director Planning and Corporate Services

Carolyn Lingham – Executive Assistant

Attachments

1. Assembly of Councillors - Council Briefing - 9 April 2019




5. Assembly of Councillors - Council Briefing - 7 May 2019







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10.4 CUE SPRINGS WATER EXTRACTION MONTHLY MONITORING

File No: 2019/360 Ian Scholes - Manager Planning & Statutory Services


For Decision

RECOMMENDATION

That Council notes the Cue Springs Water Extraction facility monitoring report content, and the action undertaken where required.

RESOLUTION

That Council notes the Cue Springs Water Extraction facility monitoring report content, and the action undertaken where required.

Moved: Cr O'Connor Seconded: Cr Price

CARRIED

PURPOSE OF REPORT

Council resolved at the March 2016 meeting that a monthly report on the operations and compliance to planning permit conditions of the Cue Springs Water Extraction facility be provided at each Council meeting.

BACKGROUND

The following table provides the latest update for the current year to date:

Cue Springs Water Extraction Monthly Compliance Report

DATE FACILITY STATUS COMPLIANCE STATUS COMMENTS/ ACTIONS

January 2019 February 2019

Operating Compliant. No issues reported.

March 2019 Operating Compliant. No issues reported.

April 2019 Operating Compliant. No issues reported.

May 2019 Operating Compliant. No issues reported.

CONCLUSION

Ongoing monitoring and reporting will continue.


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DECLARATION OF CONFLICT OF INTEREST


Ian Scholes – Manager Planning & Statutory Services

Robin Thom – Executive & Planning Assistant

Greg Pinkerton – Director Planning and Corporate Services Attachments

Nil


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11. COMMUNITY & ECONOMIC DEVELOPMENT

11.1 YOUTH STRATEGY 2019-2023

File No: 2019/342 Carlene Lamanna - Manager Community Development

Community & Economic Development

For Decision

RECOMMENDATION

That Council adopts the Youth Strategy 2019-2023 incorporating the changes arising from community consultation.

RESOLUTION

That Council adopts the Youth Strategy 2019-2023 incorporating the changes arising from community consultation. Moved: Cr Price Seconded: Cr Shepheard

CARRIED

PURPOSE OF REPORT

This report provides background to the consultation and development process for the Youth Strategy 2019-2023.

BACKGROUND

In December 2016 Indigo Shire Council engaged a consultant to undertake a shire-wide consultation with young people, youth services, school staff and parents/carers of young people to determine key issues and needs facing residents between 10-25 years old. This consultation process has included focus groups, electronic, hard copy surveys, and individual conversations from February until April 2017. Over 400 young people and over 100 parent/cares were consulted. Findings from these consultations informed immediate priorities for our then new Youth Officer. The development of a Youth Strategy is the follow on piece of work from these recent consultations. The Youth Strategy 2019-2023 will guide and underpin the Youth Officer’s work for the next five years. It outlines a clear vision for working with young people and undertakes a comprehensive environmental scan of the policy directives and community sentiment regarding our Shire’s youth. It set out an ambitious workplan that summaries the input from various stakeholders. In addition to referencing the findings from the above consultations, the consultant also undertook the following data analysis to inform recommendations regarding priority focus areas for the youth portfolio:

Literature review: local, regional state and national policies, strategies and research documents.

Youth Service mapping

Demographic information

Rutherglen High School Resilience Survey results

Benchmarking of ISC youth services against other LGAs


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Additional consultations undertaken with young people included:

Youth Ambassador workshop (12 young people aged 16-19)

Beechworth High School workshop (22 students aged 13-18)

Junior Ambassadors (15 students aged 10-12)

18 -25 Year Old Workshop (four participants)

One on one discussions with Beechworth and Rutherglen Wellbeing Coordinators.

Various stakeholder discussions (community members, local business owners, Library officers, Beechworth Health Service, ACRE, Headspace, Child First, Centre For Excellence Rural Sexual Health, MCH service.)

Facebook feedback: five responses from 18-25 year olds.

Survey Monkey Feedback: nine responses from 18-25 year olds. The strategy is accompanied by a comprehensive background report which provides the detail of the research and consultation undertaken as demonstrated in the following graph:

Consultation on the draft Youth Strategy took place from end of March – end of April 2019. DISCUSSION

The vision for Indigo Shire Youth is: Indigo Shire young people are empowered, resilient and connected. We support the community to help young people thrive.

The strategy recommends the delivery of a comprehensive workplan focusing on the following priority areas: Health and wellbeing, Activities, events and youth spaces, employment, education and training, to have a voice and be celebrated, transport and housing, collaboration and resourcing. Mental health is a major focus in this strategy; this encapsulates young people’s issues with social media use, the need to support diversity and the importance of recreational opportunities for young

ISC Youth

Strategy

Literature review and

youth profile

Demographic analysis

Service mapping

Benchmarking

Youth survey review (407

respondents)

Parent / carer survey review

(105 respondents)

9 Youth Workshops (60

participants)

Youth workshops review (214 participants)

Engagement with 18-25 year

olds (18)

12 Key stakeholder

meetings (14 participants)


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people. Providing young people with the opportunity to drive change locally is another important theme emerging; it is essential that Indigo youth can have a say about things that matter to them. An issue that is likely to evolve further is housing; affordability in our shire is a real concern.

The strategy is ambitious and aspirational; the timelines outlined in the workplan are reflective of the current Youth Officer EFT. With additional resources from either Council or grant funding, it is highly likely that actions will be achieved within a shorter timeframe. It must be acknowledged that the current workload portfolio for the Youth Officer role is significant and the achievement of additional actions will require some re-prioritisation; to assist with prioritising the action plan has outlined high, medium and low priority initiatives.

The consultation period identified issues or anomalies to be assessed and corrected, and the strategy has been amended in response to this, and a table of these changes is included further into this report.

Options

An alternative option to progressing with the endorsement of the Youth Strategy for public comment, may be to extend the consultation process with young people. Given the development of this strategy has taken over six months and involved extensive youth consultation, building on previous engagement efforts, it is unlikely that extending the consultation phase will yield any further results. It is recommended that the current strategy is progressed for adoption as it reflects the current issues, concerns and trends of community and stakeholders. It comprehensively summarises key policy and research documents and translates young people’s feedback into key deliverables for Council. STRATEGIC CONTEXT


Theme 1. Indigo's People & Communities

Strategic Objective 1.3 Our youth are engaged

Strategic Action 1.3.1 Review and update the Indigo Shire Youth Strategy 2010

The Youth Strategy aligns with the Council Plan, Indigo Shire Council’s Municipal Health and Wellbeing Plan, Active Indigo Recreation Plan, Australian Research Alliance for Children and Youth Report Card on the Wellbeing of Youth Australians 2018, Mission Australia’s Youth Survey Report 2017, Australian Government Australian Institute of Health and Welfare (2016) Child Protection Australia 2016-2017. SOCIAL/COMMUNITY IMPLICATIONS

This strategy specifically supports the youth community across the Shire. The workplan outlines various initiatives to support young people over the next five years. The successful delivery of the strategy recommendations is likely to contribute to a more connected, resilient youth demographic across the shire. ENVIRONMENTAL IMPLICATIONS

Our young people are very motivated to become environmental custodians. They have become strong advocates through the Youth Ambassador Program. The environmental focus will continue within this program.


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FINANCIAL IMPLICATIONS

Approved Budget

$

This Proposal $

Variance to Approved Budget $

Comments

Revenue 0 0 0 Nil

Expense $10,000 $10,000 0 Finances allocated to the strategy development for existing budget.

Net Result ($10,000) ($10,000) 0

LEGISLATIVE IMPLICATIONS

This strategy has been developed with the requirements of the recently introduced Child Safe Legislation that dictates standards and processes for agencies (including Councils) that work with children and young people. RISK & OPPORTUNITY MANAGEMENT


The Youth Strategy does not reflect community expectation regarding Youth Officer priority areas.

Unlikely Moderate Low Extensive community consultation and research undertaken.

The Youth Officer is unable to deliver the content of the action plan due to the part time role.

Likely Moderate Medium The action plan has been amended to ensure a HIGH MEDIUM AND LOW priority rating with timeframes to manage community expectations.

COMMUNITY ENGAGEMENT




Empower We will look to you for advice and innovation in formulating solutions and incorporate your advice and recommendations into the decisions to the maximum extent possible.

See report for summary of community consultation undertaken to date (Various workshops, face to face, survey monkey, facebook, meetings).

Consultation undertaken:

Youth Ambassador workshop (12 young people aged 16-19)

Beechworth High School workshop (22 students aged 13-18)

Junior Ambassadors (15 students aged 10-12)

18 -25 Year Old Workshop (four participants)


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One on one discussions with Beechworth and Rutherglen Wellbeing Coordinators.

Various stakeholder discussions (community members, local business owners, Library officers, Beechworth Health Service, ACRE, Headspace, Child First, Centre For Excellence Rural Sexual Health, MCH service.)

Facebook feedback: five responses from 18-25 year olds.

Survey Monkey Feedback: nine responses from 18-25 year olds.

Over 400 young people and over 100 parent / cares were consulted in 2017 consultations. Public consultation on the draft strategy has included the following:

Consultation / Promotion Date

Email out to 5-10 stakeholders Mid-April

Facebook posts End March & during April

Website Promotion End March

Promotion via various youth events i.e. North East Skate Park series, Yack Folk Festival, Engage Youth Action Crew meetings End March – End April

Phone / email conversations with 5-10 key stakeholders (i.e. Beechworth High School, Indigo North Health, Way Out Wodonga) Mid-April

O&M advertiser promotion Mid-April

Corowa Free Press promotion Mid-April

Kiewa River Gazette promotion Mid-April

Specific feedback received included the following:

Feedback How this has been addressed

Request to consider swapping priority area 1 (Health and Wellbeing) with Priority 2 (To have a Voice and Be Celebrated)

Feedback received that the action plan should commence with a positive focus on Youth Voice. Commencing with Health and Wellbeing as priority area 1 suggests these concerns overshadows to potential for young people to be change agents for their own wellbeing and active participants in their own future.

Health and Wellbeing is the primary action area of importance in this strategy. It is recognised that young people taking action to address their own challenges is extremely important. However, we recognise that the mental health crisis for local regional young people must be addressed as the primary priority.

Indigo North Health

Remove all reference to Indigo North Health Services, change to Indigo North Health.

Re: Counselling General: add that this is provided by Indigo North Health in Chiltern and Rutherglen.

Re: Counselling General: Tangambalanga has a private Psychologist

Re: Mental Health Issues: change Local to Private and remove ‘parent of a RHS student’ for Rutherglen.

Re: Family Counselling: Private

Amendment made on page 17,19 and 20.

Amendment made on page 18.





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Counselling and Indigo North Health counselling available in Rutherglen and Chiltern.

Re: Sexual Health: Remove Indigo North Health from Rutherglen

Re: General Health: Remove the Chiltern Medical Clinic - no longer operating.

Re: Financial and material support: INH intake officer in Chiltern and Rutherglen can refer inquiries to appropriate support services.

Re: Eating Disorders: Remove Beechworth Health dietician from Chiltern (this no longer occurs)

Re: Employment and training: Chiltern Neighbourhood House delivers Certificate 3 in Educational Support, And Individual Support. Rutherglen (library) and Beechworth (neighbourhood house) offer employment agency assistance.






Beechworth Secondary College

Feedback to suggest that was is required in secondary and primary schools is a social model of mental health care and wellbeing support via a community development approach. Less a focus on assessments and clinical intervention. Feedback suggests a focus on forming and developing relationships with the entire school – or community, particularly the youth community.

Feedback that this role requires a senior practitioner with youth experience. A practitioner capable of addressing a variety of issues, who has experience of the health services / community services sector who can refer and guide youth and their families.

Amendment made on page 30 Action 1: Identify resourcing for an adolescent psychologist/counsellor/social worker for secondary and primary school aged children. Identify an appropriate location (libraries, co-located services, schools) delivery model and funding.

Way Out Wodonga

Feedback that a stronger focus on fostering safety and inclusion for young LGBTIQ+ residents is required.

New Objective under Health and Wellbeing Priority added at page 33: Objective: To foster safety and inclusion for young LGBTIQ+ residents. Action: Continue to support the North East Pride Collective and collaborate with schools and other services to promote attitudinal change (i.e. via Rainbow Ball) Resources: Program Funds


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Partners: Wow Uniting Nesay Benalla Council Albury Council Wodonga Council Safe schools What success looks like: LGBTIQ+ youth are engaged with ISC, and perceive it as a safe and inclusive organisation. Council’s Role: Partner Priority: High

Council Officers

Minor edits and amendments to some actions to reflect changed discussions with partners.

Page 15 removal of Red Carpet Awards from section 7 ‘What we do’

Page 15 new inclusion: FreeZa Program: An innovative youth development program providing young people between the ages of 12 and 25 with the opportunity to attend affordable, accessible music and cultural events and training opportunities, that are safe, fully supervised, drug, alcohol and smoke-free.

Additional Action to be added to Health and Wellbeing Priority, Objective 1. Action 3: Investigate a localised Mental Health Action Plan in collaboration with clinical experts. Resources: Staff time Partner: Mental health experts What success looks like: The development of a plan with specific actions for partners to work towards. Council’s role: Partner Priority: Medium

Health and Wellbeing Priority, Objective 2, Action 2 – in ‘What success looks like’ change to ‘mental health issues’ in lieu of ‘anxiety or depression’.

To have a voice and be celebrated Priority, Objective 1, Action 3 change to ‘who are then able to inspire positive action in the community’.

To have a voice and be celebrated Priority, Objective 1, Action 4 in ‘What


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success looks like’ change to ‘to express their needs to Indigo Shire Council staff and Councillors’.

To have a voice and be celebrated Priority, Objective 2, Action 1 change to ‘ Recognise the achievements of young people in the community and those in the community who support young people via the Youth Community Action Awards and Environment Action Awards.

Activities, events and youth spaces Objective 1, Action 1 change to ‘ Support programs in the community that increase the resilience of local young people, particularly young boys. Change ‘What success looks like’ to ‘Young People’ instead of Boys aged 10-14.

Activities, events and youth spaces, Objective 1, Remove Action 3.

Activities, events and youth spaces, Objective 1, amend Action 5 to read: ‘Continue to host affordable, accessible music and cultural events and training opportunities for young people, that are safe, fully supervised, drug, alcohol and smoke-free, using FReeZA funds’.

Activities, events and youth spaces, Objective 2, amend Action 1 to read ‘low cost’ in lieu of ‘free’.

Activities, events and youth spaces, Objective 4, amend Action 1 to include Beechworth Library.

Employment, education and training, Objective 1, Action 2 amend to read ‘ Continue to offer the lifeguard leadership and employment pathway training program to young people’.

CONSULTATION/COMMUNICATION PROPOSED



Inform We will keep you informed. Website and Facebook. Targeted emails Youth Officer implementation promotion.


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The final adopted strategy will be promoted via Council’s website and Facebook and via targeted emails to key stakeholders. Ongoing promotion and profile raising of the actions will occur during the coming months and years of implementation of the strategy by the Youth Officer. CONCLUSION

The development of this Youth Strategy 2019-2023 has involved comprehensive consultation and research. The recommended workplan summarises the key priority areas with an emphasis on health and wellbeing, in particular the mental health of our young people. This strategy acknowledges the need for the role to partner, facilitate and advocate, focusing less on direct service provision/casework. The strategy and associated action plan will ensure the needs of young people are prioritised and ensure our vision of empowered, resilient and connected young people is realised. DECLARATION OF CONFLICT OF INTEREST


Mark Florence – Director Community & Economic Development

Carlene Lamanna – Community Development Manager

Sal Kimber – Youth Officer

Attachments

1. Youth Strategy 2019-2023

2. Youth Strategy Background Report




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11.2 WAHGUNYAH RAILWAY LAND MASTERPLAN 2019

File No: 2019/322 Carlene Lamanna - Manager Community Development

Community & Economic Development

For Decision

RECOMMENDATION

That Council:

1. Adopts the Wahgunyah Railway Land Masterplan 2019. 2. Acknowledges the contribution of the Wahgunyah Railway Land Development Committee

to the development of the Masterplan. 3. Notes the importance of continued liaison between Council and the Committee in relation

to the implementation of the plan, including financial contributions and the ongoing maintenance of any projects.

RESOLUTION

That Council:

1. Adopts the Wahgunyah Railway Land Masterplan 2019. 2. Acknowledges the contribution of the Wahgunyah Railway Land Development Committee

to the development of the Masterplan. 3. Notes the importance of continued liaison between Council and the Committee in relation

to the implementation of the plan, including financial contributions and the ongoing maintenance of any projects.

Moved: Cr Price Seconded: Cr Shepheard


The Wahgunyah Railway Land Development Committee has been working with a Landscape Architect to develop a masterplan for the land on Victoria Street in Wahgunyah. The draft masterplan was endorsed at the March 2019 Council Meeting and placed on public display for 28 days. No community feedback was received during the consultation period. BACKGROUND

In May 2017 Council resolved to establish the Wahgunyah Railway Land Development Committee as an advisory committee of Council in accordance with the Local Government Act 1989. The Terms of Reference states that The Committee will:

1. be responsible for ensuring wide community consultation to assist in the development of a Masterplan for the Wahgunyah Railway Land (with reference to a plan describing area).

2. undertake continuing community consultation to ensure that the Master Plan is a living and evolving document responsive to changing community wishes.


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3. respond to community wishes to implement strategies and projects to encourage community use of the area for personal health, fitness and development.

4. provide a point of focus for the community to suggest improvements or changes.

5. with Council assistance, seek financial and other assistance to implement and bring to fruition such strategies and projects.

6. ensure, to the best of their ability, that any facility in the area complies with current health and safety regulations and will report any potential hazard or danger to Council as soon as possible after discovery.

7. provide Council with advice on the future of the reserve. The Wahgunyah community has secured funding and constructed a toilet block and RV dump point. These assets are the responsibility of Council and Council has also taken on the maintenance and cleaning costs associated with the toilet. Council allocated $5000 from its 2018/19 budget to support the development of a masterplan of the Railway Land precinct to ensure that future development of the precinct is conducted in a strategic and planned manner. DISCUSSION

The draft plan was provided to the Committee; the Committee supported the main elements presented and Council has sought input from other relevant Council units. The Community Development Team has consulted with key staff in the Infrastructure Team given their subject matter expertise. The table below summarises this feedback and has been considered in the finalisation of the Masterplan and will be considered in designs for specific projects.

Themes Officer Comment

Environmental It is great that the plan mentions climate change adaptation. Shade trees will need to be provided and these are more likely to be deciduous trees than native trees. Careful consideration should be given to the placement of the shade trees to ensure the space can be used in summer e.g. skate park.

Consider purchasing REPLAS equipment for picnic tables, play equipment and exercise equipment as per Council commitment in the Plasticwise Policy.

Any buildings including toilets, gallery, café should be designed and constructed with ecologically sustainable design principles as per the Climate Change Policy, Climate Change Adaptation plan and Environment and Sustainability strategy.

Consider Bird hides and interpretative signage for the bird sanctuary/wetland and along botanical walk to teach people about native plants and indigenous cultural uses.

Other considerations:

Consider the sale of the abutting Council land (so there is a financial return to Council) that can help with funds to develop the reserve

Need some residential development overlooking site to generate activity and for security


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The masterplan may require more stages.

Important issues: Victrack Lease: The lease with Victrack commenced on 25 June 2008 with a term of 20 years. Development on any of the area leased from Victrack must be undertaken only with Victrack approval and on the understanding it may need to be removed. The draft Masterplan was provided to Victrack for comment and discussion. Victrack have provided general approval. Council will be required to seek additional approval for specific projects and stages as the implementation of the masterplan progresses. Planning: The Victrack Land is zoned Public Use. The small block of Council land on the corner of Victoria and Sarah Street is zoned General Residential. Ongoing Operating and Maintenance and Other: The Wahgunyah Railway Land Development Committee has also discussed the possibility of becoming an incorporated body so it can apply for funding independently and with Council, be in a position to progress the projects. As the Masterplan is implemented it is important that Council signs off on all processes and management requirements associated with individual and collective projects, and that a shared understanding of ongoing maintenance and operating costs are agreed between Council and the community. Options

Council could choose not to approve the final Masterplan and seek additional community feedback. However, this option would result in un-met community expectation and delay in projects. STRATEGIC CONTEXT


Theme 3. Indigo's Economy

Strategic Objective 3.2 Indigo Shire has a thriving tourism industry

Strategic Action 3.2.6 Facilitate the development of Wahgunyah railway land

The 2017 – 2021 Council Plan states that in 2017/18 & 2018/19 Council will facilitate the development of the Wahgunyah railway land. The masterplan is an important step in the development of the land. SOCIAL/COMMUNITY IMPLICATIONS

The development of this land is a priority for the Wahgunyah community. The project has certainly been driven by a passionate group of local residents and the Wahgunyah Railway Land Development Committee. The Community was consulted (by the committee) through listening posts, visits to the school and at the Wahgunyah Australia Day event. The Community is supportive of the proposal.


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ENVIRONMENTAL IMPLICATIONS

Where applicable, the masterplan addresses a variety of environmental impacts. For example, use of natural materials, recycled water and appropriate trees and planting suitable for the area. Council’s Environment & Sustainability Coordinator was consulted on the draft masterplan and provided feedback that was incorporated into the draft. Detailed designs for each stage will be prepared in line with Council’s Climate Change Policy, Plasticwise Policy, Climate Change Adaptation plan and Environment and Sustainability strategy. FINANCIAL IMPLICATIONS

Approved Budget

$

This Proposal $


Comments

Revenue

Expense $5,000 $5,400 ($400)

Net Result ($5,000) ($5,400) ($400)

$5000 was approved in the 2018/19 Budget for the development of the masterplan. The committee are aware that external grant funding will need to be sought and that projects may be considered as part of Council’s annual capital works schedule. The committee are aware that the development of this land will occur over time and in stages. LEGISLATIVE IMPLICATIONS

The Wahgunyah Railway Land is owned by VicTrack and is managed by Council under a long-term lease. A copy of the Draft Masterplan has been provided to VicTrack who have provided general support and approval for the masterplan. RISK & OPPORTUNITY MANAGEMENT


Unrealistic community expectation regarding the completion of the masterplan.

Possible Moderate Medium Ensure clear messaging to the community regarding the funding and timelines for project delivery.

Insecurity of land tenure; possibility of VicTrack terminating the lease.

Possible High Medium Provide the Masterplan to Victrack for comment and discussion


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Involve We will work with you to ensure that your concerns and aspirations are directly reflected in the alternatives developed and provide feedback on how input influenced that decision.

Creation of the Development Committee. The committee held listening posts and engaged with the community.

The Wahgunyah Railway Land Development Committee conducted community consultation prior to the development of the masterplan. This feedback was provided to the landscape architect during the preparation of the draft. The committee presented the draft masterplan to the community at their Australia Day event in January. There were approximately 70 people in attendance, the concept was well received and all agreed with the plans displayed. The community understand this is a long term project and were supportive of what was proposed. The plan was also reviewed internally by Council officers; this feedback was provided to the landscape architect. The draft Masterplan was on public display for 28 days. No community feedback was received during this time.

CONSULTATION/COMMUNICATION PROPOSED Level of public participation


Inform We will keep you informed, listen to and acknowledge concerns and aspirations, and provide feedback on how input influenced the decision.

Promote the Masterplan to the community via Facebook, website, the Committee and the Wahgunyah Progress Association.

CONCLUSION

There was no feedback received from the community. The draft Masterplan is considered to be ready for final adoption. DECLARATION OF CONFLICT OF INTEREST


Mark Florence – Director Community & Economic Development

Carlene Lamanna – Manager Community Development

Sven Erikson – Coordinator Community Development

Jessica Johnston – Community Development Officer

Attachments

1. Wahgunyah Railway Land Masterplan 2019



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12. INFRASTRUCTURE SERVICES

12.1 CLIMATE CHANGE POLICY

File No: 2019/356 Jill Croome - Coordinator Sustainability & Environment

Infrastructure Services

For Decision

RECOMMENDATION

That Council: 1. Adopts the Climate Change Policy 2019, 2. Includes the implementation of this policy as an action in the Council Plan,

RESOLUTION

That Council endorses as a Draft Climate Change Policy 2019 and places it on exhibition for public comment for a period of one month. Moved: Cr Goldsworthy Seconded: Cr O'Connor

CARRIED

PURPOSE OF REPORT

The purpose of this report is to seek endorsement of the Climate Change Policy 2019 following a review of the original policy adopted in 2016. BACKGROUND

Indigo Shire adopted the Climate Change Policy in 2016. The policy has now passed its first planned revision date. As the revision date approached, it was timely to reflect on the effect the policy has had, how it is being implemented, and opportunities for improvement moving forward. This was the topic of a Council briefing in December 2018, in which possible strategic directions for the revised policy were workshopped. The new policy presented with this report builds on that discussion, as well as collaboration with the Indigo Environment Advisory Committee (IEAC). DISCUSSION

Climate change action involves mitigation and adaptation, the meaning of these terms used throughout this document are as follows:

Adaptation: Changes in natural or human systems to prepare for actual or expected

changes in the climate in order to minimise harm, act on opportunities or

cope with the consequences.

Mitigation: Refers to efforts to minimise the extent of climate change by reducing or

preventing emission of greenhouse gases.

In simple terms, climate change adaptation and climate change mitigation are related, and both are important for local government. However, they serve different ends: climate change adaptation is


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about dealing with the problems created by climate change, and climate change mitigation is about doing what we can to avoid making the problem worse. The original climate change policy had a focus on council services, and improving resilience of those services when impacted by climate change. The Policy included enabling, non-prescriptive commitments. Most climate change policies adopted by other local governments display stronger commitments than in the existing Indigo Shire policy, and additionally include:

An acknowledgement of the scientific basis for climate change and its risk

An acknowledgement of council’s contribution to climate change

A commitment to emissions reduction supported by monitoring, sometimes articulated in a target

A commitment to adaptation of council’s services, as well a commitment to assist the community to adapt

More specific/prescriptive policy statements After preliminary analysis of the existing document, a scan of other local and state government policies, and consultation with the Indigo Environmental Advisory Committee (IEAC), a major revision of the Policy was recommended to reaffirm and strengthen our commitment to Climate Change. The strategic intent of the potential changes was workshopped with Councillors in a broader climate change review briefing in December 2018. It was proposed that the new Policy would include:

Acknowledgement of the scientific basis and present reality of a changing climate, and recognition that Indigo Shire’s services contribute to climate change.

Highlighting the urgency of the issue of climate change, and the need to take decisive action to reduce greenhouse gas emissions

Recognition that climate change will impact on not only council services, but the economy and liveability of our community.

A commitment to supporting the community to abate emissions and adapt to climate change.

Expansion of Policy details, noting we will achieve the intent of the Policy by a combination of specific mitigation and adaptation actions, as well as via advocacy and collaborating with partners.

A commitment to embedding and resourcing stronger and more specific action across all council departments and business units to realise transformational change.

Options

Council may decide to adopt the revised Policy, or return the Policy to officers with comments for rework. Indigo Shire is not legally obligated to have a Climate Change Policy, however given the strong emphasis on this topic in the Council Plan, and community expectations and aspirations, it is recommended that Indigo Shire continues to have a Policy. The existing Policy is overdue for revision. STRATEGIC CONTEXT


Theme 4. Indigo's Environment & Sustainability

Strategic Objective 4.1 We support the reduction of carbon emissions and climate change adaption and mitigation actions

Strategic Action 4.1.4 Implement the Council's Climate Change Adaption Plan covering Council operations


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There is no specific Council Plan action to implement or review the Climate Change Policy, but it firmly contributes to strategic objective 4.1 – focusing on both adaptation and mitigation actions. In addition, the ISC Environment Strategy (2009) identified the need to use resources more efficiently, reduce greenhouse gas emissions and adapt to a changing climate, and protect and enhance natural and municipal assets. These sentiments carry through to the draft Environment Strategy 2019.


Climate change has significant implications for our community, including health and wellbeing impacts, frequency and severity of emergency events and economic impacts due to changes to agriculture and tourism. Climate change also impacts many of Councils range of services to the community. Indigo Shire is well placed, in partnership with State agencies and community groups, to support the communities’ climate change mitigation and adaptation efforts. Committing to strong action on climate change, including continual review and improvement, meets community expectations, evidenced by the prominent content of climate change related strategic objectives in the council plan and other key documents, and the proactive activities already undertaken by communities across the shire. ENVIRONMENTAL IMPLICATIONS

The significant implications on the environment are the focus of this report and provide the basis for the recommendation to provide a strong response. FINANCIAL IMPLICATIONS

This paper is not proposing any specific initiative that involves a budget. It should be noted however that adequate planning for climate change adaptation now can reduce future financial implications for Council, which may be seen via increased insurance premiums, litigation from the community or businesses, the need to retrofit buildings to enable installation of solar panels, and response actions following emergency events. Accordingly, allocation of resources should be strategically provided to better place Council to undertake action on climate change, strengthen local resilience, and reduce long term exposure to additional operational cost burden. Mitigating climate change has a dual benefit of operational cost savings, via reduced energy bills and fuel savings. Often, capital expenditure is required upfront to enable mitigation projects, but the return on investment over few-to-several years can be realised. The Climate Change Policy 2019 aims for consideration of emissions reduction opportunities, as well as adaptation needs, in applicable decisions. The costs and benefits of doing so should be assessed in each case, considering the triple bottom line of financial, environmental and social benefits. Financial implications of climate change also apply to the community. Agriculture and tourism are prominent in the Indigo Shire economy, and both of these sectors are particularly vulnerable to climate change. The World Economic Forum regularly registers climate change as the highly significant risk to our global economy. LEGISLATIVE IMPLICATIONS

The Victorian Climate Change Act 2017 sets state government targets (40% renewable by 2025, net zero by 2050). This Act provides a framework for optional emissions reductions pledges by Councils. The exposure draft of Local Government Bill 2018 (section 8) indicated the new Victorian Local Government Act is likely to include climate change as an overarching governance principle:


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The following are the overarching governance principles: (a) Council decisions are to be made and actions taken in accordance with the relevant law; (b) priority is to be given to achieving the best outcomes for the municipal community, including future generations; (c) the economic, social and environmental sustainability of the municipal district, including mitigation and planning for climate change risks, is to be promoted; RISK & OPPORTUNITY MANAGEMENT


Climate change impacts to community wellbeing; the economy, increased incidence of emergencies

Likely Moderate High Council to play its part in reducing emissions; support our community to reduce emissions; advocate for stronger Federal government action on reducing emissions. Implement adaptation actions for the organisation and support the community to adapt.

Failure by Indigo Shire Council to adapt to climate change resulting in significant ongoing disruption to Council service delivery.

Possible Major High Increased inclusion and focus on adaptation in the revised Climate Change Policy. Strong organisational commitment to implementing agreed actions from the climate change adaptation plan (CCAAP). Regular monitoring and reporting on CCAAP actions (included as a council plan action) Review and update of CCAAP.

Failure to adapt to climate change is the key risk that encompasses the plethora of more detailed risks identified during the development of the climate change adaptation action plan. The recent Managing Climate Change Risk in Agriculture conference highlighted the risks of litigation, economic transition risks and physical risks to council assets, public land and private property.


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Collaborate We will work with you to ensure that your concerns and aspirations are directly reflected in the alternatives developed and provide feedback on how input influenced that decision.

IEAC meeting Working group meetings and correspondence to develop revised policy.

CONSULTATION/COMMUNICATION PROPOSED



Inform We will keep you informed. Policy will be available on website Feedback to the IEAC

To date, the community engagement for the climate change policy review has been focused on collaboration with the IEAC, and in particular the climate change working group. The existing Climate Change Policy is publicly available on the Indigo Shire website, and will be replaced with the new Climate Change Policy 2019 once adopted. It is evident that the Indigo Shire community is highly engaged with climate change, and supports action by Council to reduce emissions and support the community to adapt - i.e. via our community energy and waste groups; high attendance rates at community energy and battery storage educational events; ambitious community emissions reduction targets, and strong on-ground and advocacy action. CONCLUSION

As an understanding of the significant, multi-sector impacts of climate change grow there is no scope for complacency. Climate Change is a compelling issue that needs a committed response. Indigo Shire, and its communities in particular, have displayed leadership in some respects for acting on climate change. However, it is necessary to commit to action to strengthen the mitigation and adaptation actions through a stronger and more prescriptive policy that becomes embedded into all applicable council decisions. Continual improvement also requires regular monitoring, evaluation and review of the policy, plans and delivery. An updated climate change response policy, supported by enhanced processes for embedding climate change considerations and adaptation actions into existing organisational processes, will assist Council in achieving more effective climate change mitigation and adaptation, and strengthens Indigo Shire’s resilience into the future. DECLARATION OF CONFLICT OF INTEREST


Ian Ellett, Director Infrastructure Services.

Jill Croome, Coordinator Environment and Sustainability.

Attachments

1. Climate Change Policy 2019



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12.2 ENVIRONMENTAL UPGRADE FINANCE



For Decision

RECOMMENDATION

That Council: 1. Establishes an Environmental Upgrade Finance program for businesses within the Shire. 2. Appoints Sustainable Australia Fund to administer and support the delivery of

Environmental Upgrade Finance, for a trial period not to exceed three years. 3. Delegates to the Chief Executive Officer the power to enter into an Environmental Upgrade

Agreement; and declare and levy an Environmental Upgrade Charge on any participating business.

RESOLUTION

That Council: 1. Establishes an Environmental Upgrade Finance program for businesses within the Shire. 2. Appoints Sustainable Australia Fund to administer and support the delivery of

Environmental Upgrade Finance, for a trial period not to exceed three years. 3. Delegates to the Chief Executive Officer the power to enter into an Environmental Upgrade

Agreement; and declare and levy an Environmental Upgrade Charge on any participating business.

Moved: Cr O'Connor Seconded: Cr Shepheard DIVISION

For: Crs Larry Goldsworthy, Jenny O'Connor, Sophie Price and Diane Shepheard Against: Crs Bernard Gaffney and James Trenery

CARRIED

PURPOSE OF REPORT

The purpose of this report is to seek Council’s support to enter into an agreement with Sustainable Australia Fund (SAF) to facilitate Environmental Upgrade Finance (EUF), enabling businesses in Indigo Shire to access private sector capital funds for environmental improvement projects. Indigo Shire Council has an opportunity to promote increased economic and environmental outcomes for the municipality via the introduction of an EUF process. BACKGROUND

Environmental Upgrade Finance (EUF) is an agreement between a business property owner, a lender, and a local government that facilitates improvements of rateable land that delivers a positive environmental outcome. The EUF is a loan provided by a lender, and Council acts as the collection agent using their statutory powers to collect the loan as a special charge, an Environment Upgrade Charge (EUC).


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EUF is one of the suite of mechanisms that have been explored and discussed by Indigo Shire Council, IEAC (Indigo Environment Advisory Committee) and staff over recent years. In 2015, legislation was passed by the State Government that allows all Victorian Councils to offer EUF to their business community. More recently, a set-up fee that each participating council was charged ($5,000) has been removed, which increases the accessibility of this program, particularly for smaller Shires. There are currently over 30 local governments in Victoria participating in the program. The Sustainable Melbourne Fund (SMF) originally designed and implemented the Environmental Upgrade Agreement (EUA) program for the City of Melbourne, the first Australian municipality to offer EUAs. Recently, the terminology for the program has changed and Environmental Upgrade Agreements are now known as Environmental Upgrade Finance. Sustainable Melbourne Fund was recapitalised early in 2019 by Bank Australia. This resulted in a name change to Sustainable Australia Fund – reflecting the broader application of the program outside of City of Melbourne. The recapitalisation has given access to a $200 million facility to continue expanding the EUF program. SAF are now the Third Party Administrator (TPA) for the EUF program, engaging actively with the finance and property sectors as an intermediary for building owners. SAF is now a Pty Ltd Company with shareholders – a group of impact investors who are committed to the environmental benefits of providing this type of finance. The Sustainable Australia Fund:

Establishes EUF programs for municipal government

Acts as a trusted intermediary to implement the program on behalf of Council

Provides ongoing monitoring and reporting The relationship between the SAF, Council, Property Owners and Financial Institutions is illustrated below.

DISCUSSION

EUF projects typically range from $20,000 upwards. Companies such as dairy farms, transport companies, wineries and market gardens have implemented EUF projects to undertake energy efficiency upgrades (such as HVAC, lighting), installation of renewables, waste minimisation and water savings projects. Advantages and benefits of EUF include, for businesses:

Longer loan terms (up to 15yrs on a fixed rate), increasing cash flow to the business.

100% finance available, no upfront capital required from the business.

Delivers savings on utility bills, driving down the overall cost of energy for businesses.


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Can overcome the split-incentive barrier (between owners and renters) by enabling the costs and benefits to be shared with the building occupiers. There is an ability to pass the loan onto tenants without the need to update the lease.

EUF can be transferred to new owners.

No additional security guarantees.

No acceleration of charges upon sale/overdue charge.

Contributes to the corporate social responsibility/green marketing potential for the business. Benefits of EUF for Council:

Attract investment and stimulate economic activity with private sector funding.

Prevents capital leakage from communities.

Contribute to emissions reductions from Indigo Shire.

Creates affordable opportunities for businesses to address rising energy costs, at minimal in-kind cost to council.

No actual cost to council for the service.

No financial risk to council.

Can strengthen the retention of business within the local area.

Provides an alternative to grants, which are often not available to fund such projects.

Another option in our portfolio of emissions reductions options. The SAF will charge application and ongoing processing fees to all project applications, payable by the applicants (the fee is uniform regardless of council area). An upfront administration flat fee of $600 is charged to applicant, with an ongoing fee of 0.055% of the loan amount (accrued monthly and charged quarterly). The process for an EUF is outlined in the figure below. SAF assists Councils to develop the EUF offering, process and administration. They also adapt all the EUF application documentation and templates, including process flowcharts and check sheets currently used by the participating councils to best match internal processes.

Beyond the set-up, as part of the Third Party Administrator Services, they will process the applications including help line support and liaise with relevant departments to obtain the information required to enable the signing of EUF agreements in an efficient manner and participate in stakeholder engagement activities (networking events, presentations, information sessions) to promote the program. Frequently asked questions about the EUF program are included in Attachments 1 and 2.


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Options

Over the last few years Council has been briefed on various methods to encourage the uptake of renewable energy and implement energy efficiency upgrades to help alleviate utility bill strain and reduce greenhouse gas emissions. Other options include solar leasing contracts, Clean Energy Finance Corporation loans, standard banking loans and power purchase agreements (PPA). Each option has its own benefits and disadvantages, and is applicable to different situations. An EUF program does not preclude other initiatives or partnerships. Currently, there are no other organisations offering a EUF administration service, making SAF/BBF the only option for an EUF program, except for Indigo Shire Council setting up their own fund and financial service. This has been verified with Sustainability Victoria and DELWP. STRATEGIC CONTEXT



Strategic Objective 4.1 We support the reduction of carbon emissions and climate change adaptation and mitigation actions - Collaborate with the community to respond and adapt to climate change.

Strategic Action 4.1.2 Encourage establishment of commercial solar developments e.g. solar farms and other community initiatives

4.2 We support reduction in community consumption of non-renewable resources

4.2.3 Lead community energy initiatives, including education, about solar operations e.g. increase use of solar lighting

Support for improving energy efficiency and encouraging the uptake of renewable energy technology is embedded in several key Council documents. In addition to the above objectives and actions, an EUF program will assist with achieving the following strategic objective as set out in the 2017-2021 Council Plan:

5.4 We form effective partnerships and engage with the community to deliver outcomes. Encourage innovation across Council and community projects.

Furthermore, the Program also aligns with objectives outlined in several of Council’s policies and strategies to support and develop a sustainable, thriving and resilient community through leadership and partnerships. These include the:

Climate Change Policy

Environment Strategy

Greenhouse Action Plan

TAKE2 Pledge (State) These activities also align with the mission and vision statements of the Goulburn-Broken Greenhouse Alliance (GBGA). SOCIAL/COMMUNITY IMPLICATIONS

Indigo shire has highly engaged communities who have demonstrated a strong desire for action on energy efficiency, local resilience, sustainability and climate change. Indigo has embraced renewable energy technology, having the highest domestic installation density of solar PV of any local government area in Victoria. It is also the home of ground-breaking and proactive community energy groups.


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Indigo Shire communities often seek Council support for the reduction of carbon emissions, improved energy efficiency and reduced operating cost. EUF is one tool that could be attractive to Indigo Shire’s business sector. Adoption of EUF program will support and encourage local businesses to consider energy, water and waste projects that will reduce the impact to the environment and reduce operating costs. A mechanism (such as EUF) that can facilitate increased uptake of renewable energy and energy efficiency across broader sectors of the community aligns strongly with community aspirations. EUF can assist the maximising of economic growth and reducing business operating costs. Businesses will increase their efficiency and sustainability which may create employment opportunities and attract new investment. ENVIRONMENTAL IMPLICATIONS

Positive environmental outcomes are directly linked to the delivery of EUF projects through the reduced consumption of grid electricity, reduction of greenhouse gas emissions, improved resource efficiencies, and increased uptake of renewable technology. EUF project are not limited to renewable energy, and may include waste and water efficiency improvements. These outcomes support the core objectives of Councils environmental and sustainability plans and policies. FINANCIAL IMPLICATIONS

The EUF set-up administration fee has been waived from this program. All loan fees are collected through a special charge. Council’s role would be to levy the loan repayment using the council rates system and remit that payment to the lender. Implementing the program requires Council resourcing which is not offset by cost recovery. Staff time will be required to establish, implement and manage the EUF program, although this is heavily supported by SAF. It is estimated, based on other similar councils, that there would be a small number of businesses per year taking up the EUF opportunity, therefore, the in-kind staff time is not expected to be highly significant. An outline of the in-kind tasks required for the EUF program, and suggested responsibilities is included in the table below. EUF tasks and responsibilities

Department Activity

Council Pass resolution to offer EUF in the municipality

Provide instrument of delegation to CEO (or delegate) to sign EUF

agreements

Rates Confirm property exists in the municipality and is used for non-

residential purposes

Levy Environmental Upgrade Charge (EUC) and issue EUC notice

Collect quarterly EUC payments

Provide Quarterly EUC payment summary

Finance Remit quarterly payments to Lenders

Remit quarterly fees (any applicable) to relevant parties

Review and agree to template EUF form and other template

documentation

Confirm final documentation is in order prior to execution by CEO –

SAF will provide confirmation that in our opinion the documentation

is complete and accurate


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Economic Development

Promote EUF through existing programs and channels

Conduct on the ground engagement with relevant stakeholders

Marketing & Communications

Assist with development of marketing collateral

Actively seek media opportunities to promote EUF success in the

municipality

Environment and Sustainability

Promote EUF through existing programs and channels

Records Store copy of the signed EUF agreements for Council records

Councils have no responsibility to check the building owner’s capacity to pay, or prove project concept. This is the full responsibility of the lender; each lender has differing project and credit underwriting requirements. A failure by an owner or any occupier under the Local Government Legislation Amendment (Environmental Upgrade Agreements) Act does not make the Council liable to pay the outstanding amount under the environmental upgrade charge or charges to the lending body. LEGISLATIVE IMPLICATIONS

As of September 9th 2015 legislation has been passed by the State Government that allows all Victorian Councils to offer EUAs to their business community (Attachment 3). The Local Government Act 1989 (s138) stipulates that additional information be included in quarterly statements currently undertaken by a Council’s CEO. BBF provides templates to streamline this process. RISK & OPPORTUNITY MANAGEMENT


Property owner fails to pay EUF charges as per agreed terms

Possible Minor Low Council will attempt to recover unpaid EUF charges although is not liable for the unpaid amount.

The council is not liable for any unpaid Environmental Upgrade Charges (EUC). The council will only be liable to pay the bank once a repayment is collected by the council. In the event of a default of the loan (EUF) Council must to its best endeavours work to recover the charge to repay the finance provider. A failure by an owner or any occupier under the Local Government Legislation Amendment (Environmental Upgrade Agreements) Act does not make the Council liable to pay the outstanding amount under the environmental upgrade charge or charges to the lending body.


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Inform We will keep you informed. Promotion of various mechanism to improve energy related activities have been communicated to the IEAC, and Council over the past 5 years

Council staff, Councillors and the IEAC have been briefed on methods to encourage the uptake of renewable energy technology and energy efficiency over the past five years. Council staff have continued to engage with SAF to better understand the EUF process, cost and opportunity during this time. Recently the SAF and BBF presented on the opportunity locally (at the managing Climate Change in agriculture conference) which captured the interest of some local businesses and councillors in attendance. BBF has meet with applicable council directors and staff to present the EUF concept and answer questions. If Council agrees to implement an EUF program additional workshops can be held to prepare involved staff across various departments. CONSULTATION/COMMUNICATION PROPOSED



Inform We will keep you informed. Promote information on the EUF opportunity across various Councils platforms.

Both the economic development and the environment and sustainability officers will promote the program. BBF has a website with all the EUF information that interested businesses can refer to. CONCLUSION

We seek Council support to enter into an agreement with the Sustainable Melbourne Fund (SAF) to facilitate access to the EUF program to allow businesses in Indigo Shire to access capital to implement energy saving measures. The report recommends piloting the program and then assessing the future direction, availability of alternative providers, and the true cost to Council prior to the expiry of the three year trial period. DECLARATION OF CONFLICT OF INTEREST


Ian Ellett – Director Infrastructure Services

Jill Croome – Coordinator Environment & Sustainability

Helen Jones – Environmental Projects Officer

Attachments

1. General EUA Frequently asked questions

2. Finance and rates EUA frequently asked questions

3. Local Government Act amendment - EUA





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12.3 ASSET MANAGEMENT STRATEGY

File No: 2019/361 Paul McLachlan - Manager Assets & Property Infrastructure Services

For Decision

RECOMMENDATION

That Council endorses the Asset Management Strategy 2019.

RESOLUTION

That Council endorses the Asset Management Strategy 2019. Moved: Cr Goldsworthy Seconded: Cr Price


The purpose of this report is to present the Asset Management Strategy 2019 for endorsement by Council, to provide direction and structure to the organisation and its continuing commitment to achieving core Asset Management maturity. BACKGROUND

The Asset Management Strategy outlines the necessary activities that need to be undertaken and implemented to achieve the continued implementation of Council’s Asset Management Policy. The strategy provides the framework to maintain a core standard of asset management practice at Indigo Shire, and provides the structure for further development (as required) into advanced asset management moving forward. The document is a critical part of Council’s Asset Management Framework, and is required to be an updated current document, in order to meet the requirements of the National Asset Management Assessment Framework (NAMAF) and ISO 55001 – Requirements for Asset Management. The current strategy has been reviewed over the last 12 months by the Indigo Shire Council’s Asset Management Steering Group (AMSG), and the current version was endorsed by this Group at its meeting on 26 February 2019, was presented to Council’s Executive Management Team and Councillors in April/May 2019, with minor revisions made. The document is an update from the previously approved Strategy from October 2011, which had been through an annual review carried out by the AMSG. Given the age of the document and time since its formal consideration by Council, it is appropriate to present the revised strategy to Council for adoption. A key component that differentiates Councils with strong asset management practices compared with lower performing Councils, is the Councillor and Executive Support of the Policies and Strategies that form the Asset Management Framework, so high level support will lend legitimacy to the Strategy and support our Asset Management Practices.


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There are some key changes in this strategy from the previous version, although largely the document follows the same principles. These include a greater emphasis on Service Planning being the driver of the levels of service, an updated Improvement Plan, and some changes to current asset information and system references. DISCUSSION

Infrastructure Asset Management for municipalities has been a strong focus of Federal and State Governments over the last 20 years. In particular grant funding and other support from these funding bodies is increasingly reliant on Council’s ability to demonstrate high level of organisational competency in Asset Management. The review of the Local Government Act is expected to introduce more legislative requirements for Councils to have sound Asset Planning, and regulatory requirements are anticipated to follow with more detail on what Council’s must do in this area. Indigo Shire is well positioned to meet these requirements, however most of the Asset Management documents are dated and require review. The Asset Management Strategy details the processes and actions required to carry out this review, in order to meet our increased compliance requirements.

Options

While asset management is not currently legislated, it is becoming increasingly important for a range of reasons to document the organisation’s commitment to and processes associated with asset management (AM Policy, AM Strategy, AM Plans etc). Council currently maintains a core standard of asset management practice. The option of doing less and not formalising policies, strategies etc is not realistic in the current climate and would reduce the effectiveness of current practices. Another option is to invest more heavily in asset management and lift Council’s practices to an advanced level. At this time, there has been no cost benefit analysis on this body of work and it is considered appropriate to continue to maintain “core” standard. STRATEGIC CONTEXT


Theme 2. Indigo's Places, Township & Infrastructure

Strategic Objective 2.2 We have an attractive and well-maintained built environment, streetscapes, open spaces and trees

Strategic Action 2.2.1 Review current Asset Management Plans


The community benefits directly from having good asset management practices through having assets fit for purpose for the services they support and timely and cost effective asset replacement. POLICY IMPLICATIONS

The Asset Management Strategy sets out the activities to be undertaken to achieve the implementation of Council’s Asset Management Policy which includes the review of asset management plans.


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There are no specific financial implications associated with the development or adoption of this Strategy. However, the strategy sets out the framework for the implementation of a range of Asset Management initiatives and activities. The Strategy includes and improvement plan that details resources required to implement the strategy. Asset Management provides the framework to define the level of investment and optimum timing of asset renewal to ensure that assets are able to meet their intended service needs and that renewal and maintenance costs are minimised. LEGISLATIVE IMPLICATIONS

There is currently no legislative requirement to have an Asset Management Strategy but with increased expectations from state and federal governments around sound financial and asset planning, it is expected that legislation requiring such documentation is on the way. RISK & OPPORTUNITY MANAGEMENT

Description Likelihood Consequence Final Risk Rating

Controls, treatments

"Council fails to manage or maintain built assets and infrastructure resulting in:- - Assets not being able to meet service needs; - Higher Costs; or - Injury to users."

Possible Moderate Medium '- Asset Management Practices, Policy, Strategy, and Asset Management Plans being implemented. - Inspection programs - - Proactive inspections of Essential Safety Measures, - All new leases contain property maintenance clauses - Review of Management Plans.

There are significant financial and service risks if asset management is not planned and implemented. The Asset Management Strategy provides a framework and plan, fully funded under current operational budgets, to carry out the review of Council’s AM documentation. Adoption of the strategy will provide strong support to ensure that any associated risks are minimised. COMMUNITY ENGAGEMENT




Inform We will keep you informed. The Strategy will be publicly available for review at Council Customer Service centres and on the Council Website.

The Strategy is an internally focussed document to support the implementation of Council’s Asset Management Policy. It has been endorsed by the Asset Management steering Group which includes the CEO and all directors in its membership.


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The document will become a publicly available strategy. Further consultation, particularly in relation to setting levels of service, will be undertaken during the upcoming review of the Asset Management Plans. CONCLUSION

Indigo Shire performs very well in comparison with other Councils across the state in its asset management practices, being regularly assessed as meeting “core competency” against the National Asset Management Assessment Framework. The Strategy presented with this report sets out the framework and key actions to maintain this standard of asset management practice at Indigo Shire. DECLARATION OF CONFLICT OF INTEREST


Ian Ellett – Director Infrastructure Services

Paul McLachlan – Manager Assets & Property

Attachments

1. Asset Management Strategy 2019



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12.4 ENVIRONMENT STRATEGY



For Decision

Cr Shepheard left the Chamber at 7.24pm due to an indirect conflict of interest by close association and direct financial conflict of interest. Cr Sheheard returned to the chamber at 7.37pm at completion of the discussion.

RECOMMENDATION

That Council endorses the attached draft Environment Strategy 2019 and places it on exhibition for public comment for a period of one month.

RESOLUTION

That Council endorses the attached draft Environment Strategy 2019 and places it and the action plan on exhibition for public comment for a period of one month. Moved: Cr Trenery Seconded: Cr O’Connor

CARRIED

Question on Notice: The Mayor asked Ian Ellett, Director Infrastructure Services questions regarding the following actions from the action plan attached to the agenda papers. Questions were taken on notice and responses will be provided in business arising from previous Minutes in the June Council Meeting agenda.

1. Participate in Local Government Power Purchase Agreement project. Will this occur at the pines?

2. Revisit previous investigations into incentives for conservation covenants on private land, take to IEAC, EMT and Council for decision? What is this?

3. Applicable service plan owners to use the ComBAT tool to assess their facilities and generate an action plan. What is a combat tool?

4. Evaluate Council Building stock for energy efficiency opportunities to establish priorities for the capital works energy efficiency program over coming years. This includes evaluation for potential for a behind the meter power purchase agreement with Indigo Power and suitability for solar.

PURPOSE OF REPORT

The purpose of this report is to consider the draft Environment Strategy 2019, with a view to putting it on public exhibition for community consultation prior to adoption. BACKGROUND

A new environment strategy has been developed, in consultation with the Indigo Environment Advisory Committee (IEAC), to provide direction and alignment across Indigo Shire on progressing environment and sustainability management. The previous environmental strategy was developed in 2009, funded through the State Government’s Sustainability Accord grant program. A complementary document, the Greenhouse


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Action Plan, was also developed in 2009 and aimed at addressing climate change. Although these two documents did not have a stated end date, it became apparent that they had become outdated given the rapidly changing field of environment and sustainability. In June 2014 a preliminary review of the 2009 Strategy was completed by a subcommittee of the IEAC. The review highlighted how environmental interests are interwoven into the day to day operation of Council and therefore deemed as fundamental to the way Council does business. The review proposed a number of key recommendations which focused on modifications to the format, implementation and perception of the Strategy to improve Council’s environmental response, awareness and reporting in order to strengthen Strategy outcomes. A new initiative was scoped for the 2017/18 budget to engage a consultant to update the environment strategy. Guided by a sub-committee of the IEAC, as well as council staff, the update evolved into a rewrite and new approach to the strategy. The resulting draft is the Environment Strategy 2019, Attachment 1.

DISCUSSION

The new Environment Strategy is intended to be “owned” across Council, not just by the Environment and Sustainability unit. This reflects the fact that a broad range of actions and decisions from council and staff have the potential to impact on the environment. To minimise environmental impacts of these decisions, and maximise opportunities, it is intended that the new Environment Strategy shall be referred to and considered in all future applicable Council briefings and reports.

The new Strategy sets a strong direction for Indigo Shire to operate in a manner that meets expectations of our community to live in places that are clean with natural features, and native flora and fauna. Furthermore, given a healthy environment is critical to tourism and agriculture which are the main industries in Indigo Shire, investing in the environment makes good economic sense.

The 2009 Environment Strategy was a local-government leading, ambitious document. The previous strategy contained myriad detailed actions, that over the course of the strategy’s implementation did not always remain appropriate, flexible and measurable. Additionally, the previous strategy was not well-known or used across the organisation. The new strategy reflects a deliberately different approach, via:

A non-technical document – with the goal of being an accessible strategy that can be understood and referenced by staff, Councillors and the community.

A focus on guiding principles and high level goals – that can be highly visible, frequently referenced and understood across the organisation. Alignment and understanding at this high level is achievable, compared with gaining understanding and agreement to a broad set of detailed, possibly technical, strategic actions and performance measures.

The strategy does not contain a detailed action plan with performance indicators for the life of the strategy. Instead, the strategy will be supported by separate two-year action plans that presents a more flexible approach to changing priorities, opportunities and advancements in data and performance measurement capabilities in the organisation. Additionally, the short-medium term action plan can be more closely linked to other annual processes such as budgeting and appraisals, which ultimately results to greater achievement of the actions, which support the high level goals. The draft initial action plan is included as Attachment 2 of this report, and is not intended to be included as an appendix of the strategy, as it is still subject to finalisation with various action owners, as well as annual update and modification.


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Options

There is no legislative requirement for Council to have an Environmental Strategy. However, having a strategy enables improved performance, increased alignment, greater efficiencies when responding to issues and queries and improved opportunities for partnerships and access to aligned grant funding.

STRATEGIC CONTEXT



Strategic Objective 4.4 Protect native habitat and biodiversity

Strategic Action 4.4.2 Promote biodiversity programs

The Council Plan states “we are proactive in dealing with environmental and sustainability issues as well as protection, maintenance and enhancement of the Shire’s environmental assets”. Having an up to date strategy allows council, staff and the IEAC to take a more proactive and structured approach to environmental management. There is no one specific council plan action to develop or update the strategy. Adopting and implementing the new environment and sustainability strategy assists achievement of council plan strategic objectives, via specific actions in the action plan:

4.1 We support the reduction of carbon emissions and climate change adaptation and mitigation actions

4.2 We support reduction in community consumption of non-renewable resources

4.4. Protect native habitat and biodiversity The environment strategy is listed as a supporting plan in section 4 of the council plan. The new environment strategy proposes an even stronger link between the strategy and council plan, with the strategy guiding actions in the next revision of the council plan. SOCIAL/COMMUNITY IMPLICATIONS

Environment and health are increasingly being linked. This is reflected in the Municipal Health and Wellbeing plans which now require a direct discussion on climate change adaptation actions. Additionally, the State government’s biodiversity strategy has personal connection with nature as a key pillar. The health benefits of living in a non-polluted environment, having exercise and relaxation opportunities in nature are well known. This strategy aims to improve the community’s connection with the environment and provide further opportunities for the community to contribute to environmental management. ENVIRONMENTAL IMPLICATIONS

Environmental implications of the Environment Strategy are discussed in the draft document in terms of context, challenges and goals. The Strategy discusses five focus areas: Climate change, biodiversity, waste, water and sustainable development.


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Approved Budget

$

This Proposal $


Comments

Revenue 0 0 0 Nil

Expense 1,500 1,500 0 Graphic design and printing

Net Result (1,500) (1,500) 0 Nil

LEGISLATIVE IMPLICATIONS

Nil RISK & OPPORTUNITY MANAGEMENT


Funding is not available to progress implementation of the strategy

Alignment to the State Government’s Biodiversity Strategy Commitment to TAKE2, the State Government’s climate change pledge program Maintenance of collaboration and partnership arrangements Priorities change in

response to community concerns, State government policy or Council views.

Format of strategy to be high level without extensive detail allows ongoing focus on the principles and goals, whereas the specific actions and different methodologies to achieve the goals is removed from the strategy and treated in an annual action plan. The action plan is reviewed annually.





Collaborate We will look to you for advice and innovation in formulating solutions and incorporate your advice and recommendations into the decisions to the maximum extent possible.

Focus groups, IEAC meetings, one-on-one interviews with various staff and Councillors.


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The IEAC was heavily involved in review and development of the strategy, through the official meetings, as well as working group meetings and out of session consultation. A broad range of staff and Councillors were interviewed during the strategy development, outlined in Appendix A of the strategy. The broader community will have opportunity to comment during the public exhibition period. CONSULTATION/COMMUNICATION PROPOSED



Consult We will keep you informed, listen to and acknowledge concerns and aspirations, and provide feedback on how public input influenced the decision.

Public exhibition/comment period for draft Strategy

Inform We will keep you informed. Website, Facebook, media release for adopted Strategy. IEAC updates on progress.

CONCLUSION

Finalising a new Environment Strategy will signify Council’s commitment to work with the community and partner agencies to prioritise environment and sustainability, both within the Indigo Shire organisation, and for our communities and visitors. DECLARATION OF CONFLICT OF INTEREST


Ian Ellett, Director Infrastructure Services.

Jill Croome, Coordinator Environment & Sustainability.

Attachments

1. Draft Environment Strategy 2019

2. Draft implementation action plan




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13. EXECUTIVE MANAGEMENT

13.1 ADVISORY COMMITTEE MINUTES

File No: 2019/345 Dalene Voigt - Manager Organisational Development

Executive Management

For Decision

RECOMMENDATION

That Council receives the attached unconfirmed Advisory Committee minutes and endorses the Officer comments.

RESOLUTION

That Council receives the attached unconfirmed Advisory Committee minutes and endorses the Officer comments. Moved: Cr Price Seconded: Cr Goldsworthy


To provide Council with minutes, resolutions and accompanying officer comments from Council’s advisory committees for Council noting and endorsement of Officer comments. BACKGROUND

Created under section 3(1) of the Local Government Act 1989 (Act), Council currently has 7 advisory committees. The role of an advisory committee is to provide information and advice on issues relating to the committee’s specific area of expertise (i.e. the Environment Committee provides advice on environmental issues). Each advisory committee meets regularly (the frequency of which depends on the committee) and records minutes and resolutions for Council decision. Each resolution reported to this month’s meeting is highlighted in the table below, and has an accompanying officer comment. DISCUSSION

COMMITTEE DATE OF MEETING

Indigo Community Access Advisory Committee 8 April 2019

Indigo Economic Development & Tourism Advisory Committee

10 April 2019

Audit Committee 29 April 2019

Note: The timing of the agenda distribution will sometimes make it difficult to provide a complete month. Please note that any items not included will be recorded in the following month. The resolutions from these Advisory Committee meetings and Officer Comments are outlined below:


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COMMITTEE DATE OF MEETING

RESOLUTION OFFICER COMMENT


10 April 2019 That Council examine the need and finances to strategically plan for Governance, maintenance and maximising the return on investment for the Epic MTB Trail network.

Supported. Economic Development Officer to arrange Council briefing.


10 April 2019 That Council evaluates the requirement for a broader trail network resource and product development strategy to maximise the return on investment.

Supported.


10 April 2019 That Council make the following amendments to the Terms of Reference: 13.2 To work co-operatively with local, regional and state tourist organisations. To be changed to: 13.2 To identify local and regional tourism issues and opportunities and advise Council. With the inclusion of: 13.6 To identify local and regional economic development issues and opportunities and advise council. 13.7 To provide input into the Council advocacy plan 6 monthly.

Supported by officers and will be considered by Council at a future meeting


10 April 2019 That Council review and consider the report regarding the IEDTAC Festival and Events Grant and the Tourism events budget.

Support consideration and discussion.


10 April 2019 That Council add the booking.com report recommendation to the advocacy plan.

The online accommodation report to be referred to Council at a future review of the Advocacy Plan.

STRATEGIC CONTEXT




The provision of advisory committee minutes and resolutions to Council at the monthly meeting ensures that Council endorses the advice of the committees. This allows transparent decision-making and good governance.


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There are no financial implications with this report. LEGISLATIVE IMPLICATIONS

Under section 3(1) of the local Government Act 1989, an advisory committee is defined as:

" any committee established by the Council, other than a special committee, that provides advice to—

(a) the Council; or

(b) a special committee; or

(c) a member of Council staff who has been delegated a power, duty or function of the Council under section 98.”

Council’s advisory committees do not have any delegated decision-making powers, instead they work under a terms of reference and provide advice to Council. The advice occurs in a variety of forms, including advice to relevant Council departments, as well as advice contained within resolutions that are reported to Council. Some advisory committee meetings are open to the public and some are closed, however all minutes are reported to Council (with the exception of the Audit Committee - these meetings are held ‘in camera’ and the minutes are not available to the public – a Chair’s report is provided instead). RISK & OPPORTUNITY MANAGEMENT


That advisory committee minutes and recommendations are not duly reported to Council.

Unlikely

Insignificant

Low

Governance team follow up with officer secretariats to ensure that all meetings are reported to Council as soon as practicable.

CONCLUSION

The advisory committee minutes, resolutions and officer comments included in this report are presented to Council for noting and the officer comments for endorsement. DECLARATION OF CONFLICT OF INTEREST


Dalene Voigt – Manager Organisational Development

Annabel Harding - Governance Officer

Attachments

1. Minutes - Indigo Community Access Committee - 8 April 2019

2. Minutes - Indigo Economic Development & Tourism Advisory Committee - 10 April 2019

3. Chair's Report - Audit Committee - 29 April 2019

http://www.austlii.edu.au/cgi-bin/viewdoc/au/legis/vic/consol_act/lga1989182/s3.html#council

http://www.austlii.edu.au/cgi-bin/viewdoc/au/legis/vic/consol_act/lga1989182/s3.html#special_committee


http://www.austlii.edu.au/cgi-bin/viewdoc/au/legis/vic/consol_act/lga1989182/s3.html#special_committee

http://www.austlii.edu.au/cgi-bin/viewdoc/au/legis/vic/consol_act/lga1989182/s3.html#member_of_council_staff






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14. NOTICES OF MOTION

Nil reports


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15. COUNCILLORS REPORT

15.1 MAYOR'S DIARY - APRIL 2019

For Information

DATE TIME FUNCTION/EVENT LOCATION

2 Apr 8.00am Media interview – Hit FM - Turtles at Lake King, Rutherglen

phone

2 Apr 10.30am Introductory meeting between the Hon. Adem Somyurek, Minister for Local Government

Beechworth

2 Apr 11.30am Media interview – MMM - Turtles at Lake King, Rutherglen

phone

2 Apr 11.45am Media interview – ABC Local Radio – Turtles at Lake King, Rutherglen

phone

3 Apr 9.00am Rutherglen Wine Centre Board and Destination Rutherglen Board Meeting

Rutherglen

3 Apr 11.30am Meeting – Marc Scalzo, Rutherglen Estates Rutherglen

3 Apr 1.00pm Met with Rutherglen winemakers Rutherglen

3 Apr 2.30pm Met with Rutherglen business owners Rutherglen

4 Apr 3.30pm Kiewa Sandy Creek Netball - Saputo Dairy Australia Community Investment Announcement

Tangambalanga

5 Apr 11.30am Meeting with Phil Buerckner from the Yackandandah Community Centre regarding signage and flag issues

Yackandandah

7 Apr 10.30am Meeting with President, Black Dog Creek Fishing Club

Chiltern

7 Apr 11.30am Attended the Lakeview House Market Chiltern

7 Apr 1.00pm Met with Chiltern business owners Chiltern

8 Apr 11.00am Media Interview - Channel 9 - Golden Ball Bridge / Prisoners participating in sporting activities

Beechworth

9 Apr 9.30am Meeting with Alan Pleitner and Barb Flood, Wahgunyah Progress Association

Wahgunyah

10 Apr 3.00pm Meeting with Matt Pfahlert and Clayton Neil from ACRE / Old Beechworth Gaol

Beechworth

11 Apr 9.30am Meeting with Yackandandah Health CEO, Annette Nuck and Board Chair, Tricia Glass

Yackandandah

11 Apr 3.30pm Meeting with Tom Smith, Rutherglen Project Beechworth

12 Apr 11.30am Launch of solar installation at Old Beechworth Gaol

Beechworth

17 Apr 9.30am RCV Mayor, Councillors and CEO Forum Melbourne

18 Apr 4.00pm Media Interview - Corowa Free Press - Revitalisation Project Rutherglen

Beechworth

20 Apr 9.00am Media interview Channel Nine - Golden Horseshoes Festival

Beechworth

20 Apr 12.30pm Golden Horseshoes Festival - Mayor to open parade

Beechworth


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21 Apr 10.30am Botanical Art Exhibition Beechworth

22 Apr 11.00am Wooragee Market Wooragee

24 Apr 11.00am Media interview - 3NE - sustainable communities phone

24 Apr 11.30am Media interview - 2AY - sustainable communities Phone

25 Apr 9.30am Attended the Wahgunyah ANZAC day march and service

Wahgunyah

25 Apr 11.30am Attended the Beechworth ANZAC day march and service

Beechworth

28 Apr 9.30am The Milk Run, Huon Reserve Huon Reserve

29 Apr 2.00pm Audit Committee Meeting Beechworth

Attachments Nil


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16. DECISIONS REGISTER

16.1 DECISIONS REGISTER

File No: 2019/340 Alexandra Digby - EA Mayor & Councillors Executive Management

For Information

Item 7.1 Confirmation of Minutes from Previous Meeting

Date 30 April 2019

Resolution That Council: 1. Confirm the minutes of the Ordinary Council Meeting held on 26 March 2019, as published on Council's website; and 2. Confirm the minutes of the Confidential Council Meeting held on 26 March 2019 as distributed separately.

Status Completed

Item 10.1 Quarter 3 Finance and Performance Report

Date 30 April 2019

Resolution That Council accepts the YTD March Finance & Performance Report noting the progress against Council’s

a) Advocacy Plan b) Annual Council Plan Action List c) Capital Works Program

Status Completed

Item 13.3 Review of Council Plan 2017 - 2021

Date 30 April 2019

Resolution That Council:

1. Endorses the attached Council Plan 2017-2021 for the purposes of Section 125 of the Local Government Act 1989, with the following additions and changes:

1. A new action 1.4.6 Develop a Reconciliation Action Plan

2. Amendment of item 2.1.5 Develop stage 1 of Chiltern Industrial Land as per the Chiltern Placemaking Report, removing the reference to stage 2.

3. Amendments to 2.1.6 and 2.1.8 to reflect the Council resolution in December 2018 about the future prioritisation of placemaking projects.

4. Amend the wording of item 2.3.8 from a “Cycling and Walking Strategy” to a “Trails Strategy” to broaden the scope of the strategy to include horse riding.

5. Amendments to the timing of actions 1.5.2, 2.1.1, 2.1.4, 2.1.6, 2.1.10, 2.1.12, 2.1.13, 2.2.5, 2.2.7, 3.1.1, 3.2.3, 3.2.4, 4.2.2, 5.2.4, 5.3.1, 5.3.2.

2. Authorises the Chief Executive Officer to give public notice of the preparation of the reviewed Council Plan, in accordance with


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Section 125(3) of the Local Government Act 1989. 3. Invites any person wishing to make a submission in relation to the proposed reviewed Council Plan to do so prior to 31 May 2019 at 5pm.

4. Schedules any person wishing to be heard in support of their submission to the reviewed Council Plan, to be heard by Council at a Special Meeting of Council on 13 June 2019.

5. Considers a recommendation to adopt the reviewed Council Plan at the June Ordinary Meeting of Council on 25 June 2019.

Status Completed

Item 10.2 Draft Budget 2019/20

Date 30 April 2019

Resolution That Council 1. Endorses the attached 2019/20 Draft Budget for the purposes of

Section 127 of the Local Government Act 1989. 2. Authorises the Chief Executive Officer to give public notice of the

preparation of the draft budget, in accordance with Section 129 (1) of the Local Government Act 1989; and

3. Invites any person wishing to make a submission in relation to the proposed budget to do so prior to 31 May 2019 at 5pm;

4. Schedules any person wishing to be heard in support of their submission to the proposed budget, to be heard by Council at a Special Meeting of Council on 13 June 2019; and

5. Considers a recommendation to adopt the budget at the June Ordinary Meeting of Council on 25 June 2019.

Status Completed

Item 10.3 Assembly of Councillors

Date 30 April 2019

Resolution That Council accepts the attached Assembly of Councillors records.

Status Completed

Item 10.4 PP18-0027 Two Lot Subdivision Lot 9 PS722240 Mayday Hills

Date 30 April 2019

Resolution That Council refuse application PP18-0027 for the proposed 2 lot subdivision of Lot 9 PS 722240 on the following grounds:

1. The proposed subdivision would create a land parcel (proposed Lot 81) devoid of any foreseeable beneficial utilisation;

2. The proposed subdivision would negate the existing management solution for the area of contaminated land i.e., the contaminated land is part of a larger parcel that is able to be developed with a dwelling and associated structures/uses, without proposing any feasible alternative solution;

3. The proposed subdivision does not comply with the requirements of Section 61(4) of the Planning and Environments Act 1987 in that the proposed subdivision would have the effect of varying a Registered Restriction on the Lot 9 title without an authorising planning permit;

4. The proposal would appear to be contrary to provision of the


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Vantage Environmental Management Report (Section 6.1) and could therefore adversely affect the ongoing proper management of the contaminated material currently stockpiled in Lot 9.

Status Completed

Item 10.5 Cue Springs Water Extraction Monthly Monitoring

Date 30 April 2019

Resolution That Council notes the Cue Springs Water Extraction facility monitoring report content, and the action undertaken where required.

Status Completed

Item 11.1 Get Active Indigo Grants Program

Date 30 April 2019

Resolution That Council allocates $30,000 under the 2018/2019 Indigo Shire Get Active Indigo Grants Program as follows:

Applicant Name Grant

GENERAL COMMUNITY GRANTS

1 Social Sixes – Cricket Victoria/Yackandandah Cricket Club $4,800.00

2 Fitness & Rehab Program – Beechworth Men’s Shed $1,124.00

3 Pickleball – Rutherglen Agricultural Society $2,500.00

4 Soccer Coach Training – F.C Yackandandah $2,120.00

5 Operation Rebuild & Grow – Rutherglen Golf Club $5,000.00

6 Water Aerobics & Yoga – Indigo North Health/Chiltern Neighbourhood House $5,000.00

7 Indigo U3A Gets Active – Indigo U3A $5,000.00

8 Jnr Mountain Bike Program – Beechworth Chain Gang $4,456.00

TOTAL $30,000.00

Status Completed

Item 12.1 Beechworth RSL Lease

Date 30 April 2019

Resolution That Council: 1. Rescinds its decision of 27 February 2018 to grant a maximum 20-

year lease to the Returned and Services League of Australia (Victorian Branch) for the property at 111-113 Ford Street Beechworth;

2. Confirms its intention to enter into a lease with the Beechworth Returned and Services League (RSL) for a period of 50 years for its current club-rooms at 111-113 Ford Street Beechworth, and to enter into a separate lease with the RSL for the additional adjacent room (the Long Room) for a maximum 20-year period (10-year initial term plus 2 x five-year extension options) for an amount of $1.00 per annum for each lease;”

3. Officers place a public notice of the terms of the proposed new leases and receive submissions from the public in accordance with sections 190 and 223 of the Local Government Act 1989;

4. Should no objections be received by the nominated deadline in response to the public submission process, the leases be granted, signed and sealed by the Chief Executive Officer; and


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5. Should any objections be received, a further report be brought to Council for it to consider the submissions and to make a decision in relation to the proposed leases.

Status In progress, on public exhibition

Item 12.2 Osbornes Flat Road Safety Improvements Tender Recommendation

Date 30 April 2019

Resolution That Council accepts the tender from Excell Gray Bruni for the Federal Government’s 2018/19 Nation Building Blackspot funded safety improvements on Osbornes Flat Road, for the value of $545,917 (Excl. GST) and authorises the CEO to execute contract documentation.

Status Completed

Item 13.1 Hume Region Transformation Program Business Case

Date 30 April 2019

Resolution That Council: 1. Notes that Indigo Shire Council is a participant in a grouping of

councils making an application for funding under the Victorian Government Rural Councils Transformation Program (RCTP) for the following initiative:

a. Hume Region Transformation Program, in conjunction with Wodonga, Wangaratta, Moira, Mitchell, Towong, Benalla, Strathbogie, Murrindindi, Mansfield, and Alpine councils, with Indigo Shire Council as the lead council

2. Notes that for an RCTP application to be eligible for consideration, the following criteria must be met:

a. Submission of a joint business case by 31st March 2019. b. Each council must pass an accompanying resolution

committing to implement the business case, if approved for funding. The resolution must be lodged with Local Government Victoria by 30th April 2019.

3. Approves the submission of the business case by Indigo Shire Council on behalf of Indigo Shire Council.

4. Approves implementation of the projects and initiatives within the submitted business case by Indigo Shire Council, subject to the application being approved for RCTP funding.

Status Completed

Item 13.2 Advisory Committee Minutes

Date 30 April 2019

Resolution That Council receives the attached unconfirmed Advisory Committee minutes.

Status Completed

Item 13.4 Confidentiality Policy

Date 30 April 2019

Resolution That the Confidentiality Policy be adjourned for two months for further consideration, so that it is more principle based and less prescriptive.

Status Ongoing. To be brought back to the June Council Meeting

Attachments Nil


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17. GENERAL BUSINESS

Cr Shepheard raised the Yackandandah Place Making community engagement that took place last week where quite a few people had their say. We are looking forward to what comes back from the consultant. Cr Trenery tabled the letter from Peter Watkins, Sandy Creek and Charleroi Rural Fire Brigade. Ian Ellett to provide a response to Peter Watkins in due course. Cr Price thanked the staff that were involved with the Chiltern Netball Courts project that were opened by Minister Jaclyn Symes last Friday. It was a great turn out. Thank you for those community members who were able to attend on the Friday morning. Director Mark Florence said that it was a great partnership between Council, Community, State Government and in particular Brian and Graham Cassidy from the Committee of Management of the reserve. We would to thank the community members who put in 400 hours of project management at a cost we estimate as $80,000. Thank you to Council staff who worked closely with the Committee. The courts will be well used into the future.

Meeting Concluded: 7.44pm

Next Meeting: Special Council Meeting (Budget submissions, if needed) - Thursday 13 June 2019 at 6.30pm Ordinary Council Meeting - Tuesday, 25 June 2019 at 6.30pm

Documents

Minutes of Ordinary Council - 28 May 2019 · 5/28/2019 · That Council write a letter of condolence to olin’s family under seal. Moved: Cr Trenery Seconded: Cr OConnor ... RECOMMENDATION