Agenda Ordinary Meeting of Council: 6.00pm Wednesday 14 December, 2016

AGENDA
Ordinary Meeting of Council

6.00pm Wednesday 14 December, 2016
*** Broadcast live on Phoenix FM 106.7 ***
VENUE:
Reception Room,
Bendigo Town Hall,
Hargreaves Street, Bendigo
NEXT MEETING:
Wednesday 18 January 2017
Bendigo Town Hall
Copies of the City of Greater Bendigo Councils Agendas & Minutes
can be obtained online at www.bendigo.vic.gov.au
PAGE 1
This Council Meeting is conducted in accordance with Local Law No. 8. It is an offence for any
person to engage in improper or disorderly conduct at the meeting.
Council Vision
Greater Bendigo - Working together to be Australia's most liveable regional city.
Council Values
Council wants the community to continue to have reason to be proud of the city and will
do this through:
Transparency - Information about Council decisions is readily available and easily

understood;
Efficiency and effectiveness - Council provides services based on evidence of
need and demonstrates continuous improvement in the delivery of services;
Inclusion and consultation - Council uses a range of engagement strategies to
ensure community members can understand and take part in discussion that
informs the development of new strategies and actions;
Clear decisive and consistent planning - In a rapidly growing municipality, Council
undertakes to plan effectively for our long-term future;
Respect for community priorities and needs - Council will advocate for improved
services for community members and will consider community impact and
feedback the decisions it makes.
Themes
1.
Planning for Growth
2.
Presentation and Vibrancy
3.
Productivity
4.
Sustainability
5.
Leadership and Good Governance
PAGE 2
ORDINARY MEETING
WEDNESDAY 14 DECEMBER 2016
ORDER OF BUSINESS:
ACKNOWLEDGEMENT OF COUNTRY .......................................................................................................... 5
PRAYER ....................................................................................................................................................... 5
PRESENT ..................................................................................................................................................... 5
APOLOGIES ................................................................................................................................................. 5
SUSPENSION OF STANDING ORDERS.......................................................................................................... 5
RESUMPTION OF STANDING ORDERS ........................................................................................................ 6
CR FLACK'S REPORT ............................................................................................................................... 6
DECLARATIONS OF CONFLICT OF INTEREST ............................................................................................... 7
CONFIRMATION OF MINUTES .................................................................................................................... 8
1.
PETITIONS AND JOINT LETTERS .......................................................................................................... 9

1.1
RESPONSE TO PETITION: REQUEST TO REOPEN CLOSED SECTION OF CAMPASPE STREET,
ELMORE ................................................................................................................................................. 9
2.
PLANNING FOR GROWTH ................................................................................................................. 15

2.1
PLANNING SCHEME AMENDMENT C227- IMPLEMENTATION OF............................................ 15
CONNECTING GREATER BENDIGO INTEGRATED TRANSPORT AND LAND USE STRATEGY (ITLUS)
SUBMISSIONS AND ADOPTION ............................................................................................................ 15
2.2
AWARDING OF CONTRACT NO: CT000298 FOR SCOTT STREET BRIDGE AND ROAD UPGRADE,
WHITE HILLS ......................................................................................................................................... 23
2.3
AWARDING OF CONTRACT NO: CT000299 FOR ALLIES ROAD, ROAD RECONSTRUCTION,
MARONG.............................................................................................................................................. 26
3.
PRESENTATION AND VIBRANCY ....................................................................................................... 29

3.1
GREATER BENDIGO PUBLIC SPACE PLAN - STAGE 2 VISION AND CONCEPT ............................ 29
3.2
VICTORIA'S DRAFT 30-YEAR INFRASTRUCTURE STRATEGY - SUBMISSION BY THE CITY OF
GREATER BENDIGO .............................................................................................................................. 37
3.3
WOODVALE COMMUNITY PLAN 2016-2020 ............................................................................ 53
3.4
MUNICIPAL PUBLIC HEALTH AND WELLBEING PLAN 2013 - 2017 ANNUAL REVIEW 2015 - 2016
.................................................................................................................................................. 61
3.5
COUNCIL PLAN 2016-2017: FIRST QUARTER REPORT, OCTOBER 2016 .................................... 73
3.6
FARMING ADVISORY COMMITTEE: REVIEW OF TERMS OF REFERENCE .............................. 128
4.
PRODUCTIVITY ................................................................................................................................ 139
5.
SUSTAINABILITY .............................................................................................................................. 140

5.1
KERBSIDE ORGANICS COLLECTION SERVICE UPDATE ............................................................. 140
PAGE 3
6.
LEADERSHIP AND GOOD GOVERNANCE ......................................................................................... 144

6.1
ARBITER'S REPORT - 3 COMPLAINTS ...................................................................................... 144
6.2
EPSOM PRIMARY SCHOOL JOINT USE AGREEMENT............................................................... 148
6.3
COUNCIL AND COMMUNITY COMMITTEES FOR 2016/2017 ................................................. 156
6.4
RECORD OF ASSEMBLIES ........................................................................................................ 158
6.5
PROPOSED TRANSFER OF LA TROBE UNIVERSITY ATHLETICS TRACK ..................................... 162
6.6
FINANCIAL REPORT AS AT 30 SEPTEMBER 2016 .................................................................... 168
6.7
CONTRACTS AWARDED UNDER DELEGATION ........................................................................ 172
7.
URGENT BUSINESS.......................................................................................................................... 174
8.
NOTICES OF MOTION ..................................................................................................................... 174
9.
COUNCILLORS' REPORTS ................................................................................................................ 174
10.
MAYOR'S REPORT ....................................................................................................................... 174
11.
CHIEF EXECUTIVE OFFICER'S REPORT ......................................................................................... 174
12.
CONFIDENTIAL (SECTION 89) REPORTS ...................................................................................... 174
12.1
CONFIDENTIAL ATTACHMENT - AWARDING OF CONTRACT NO: CT000298 FOR SCOTT
STREET BRIDGE AND ROAD UPGRADE, WHITE HILLS CONFIDENTIAL.............................................. 174
12.2
CONFIDENTIAL ATTACHMENT - AWARDING OF CONTRACT NO: CT000299 FOR ALLIES
ROAD, ROAD RECONSTRUCTION, MARONG CONFIDENTIAL ........................................................... 174
____________________________
CRAIG NIEMANN
CHIEF EXECUTIVE OFFICER
PAGE 4
Ordinary Meeting - 14 December 2016
ACKNOWLEDGEMENT OF COUNTRY
PRAYER
PRESENT
APOLOGIES
SUSPENSION OF STANDING ORDERS

That Standing Orders be suspended to allow the conduct of Public Question Time.
PUBLIC QUESTION TIME
Public Question Time Purpose

Council has provided the opportunity for members of the public to ask questions of broad
interest to Council and the community. Matters relating to routine Council works should
be taken up with Councils Customer Service Officers through its Customer Request
System.
By the time planning matters have reached the council agenda, they have been through
an extensive process as required by the Planning and Environment Act. In addition, in
most instances mediation has been held between the parties involved. Throughout the
process there are many opportunities for the people to ask questions. Therefore, no
questions relating to planning matters on the Agenda will be accepted.
Public Question Time Where, When And Who
The public question time is held at every Ordinary Meeting of Greater Bendigo City
Council. Meetings of Council commence at 6.00pm in the Reception Room, Bendigo
Town Hall, Hargreaves Street, Bendigo.
The public question time is held at the start of the meeting as close as practical to
6:00pm. A maximum of 30 minutes has been provided for registered and unregistered
questions.
Residents are encouraged to lodge questions in advance so that a more complete
response can be provided.
Questions will be put to the Council by the individual posing the question; the question
will be answered by the Mayor or CEO, or where appropriate, Councillors or Council
Officers.
PAGE 5
Acceptance of Questions
Each person asking a question of Council is required to stand, state their name, and
address the Mayor. Public Question Time is not an opportunity for making of statements
or other comments. Councils Meeting Procedure Local Law does not allow for other
questions or comments during the remainder of the meeting.
1.
An individual may only ask one question per meeting, a follow-up question may be
permitted at the discretion of the Mayor.
2.
In the event that the same or similar question is raised by more than one person,
an answer may be given as a combined response.
3.
In the event that time does not permit all questions registered to be answered,
questions will be answered in writing or referred to the next meeting if appropriate.
4.
The Mayor and or CEO have the right to decline registration on basis of:
Legal proceedings;
More appropriately addressed by other means;
Vague or lacking in substance, irrelevant, frivolous, insulting offensive,
improper, defamatory or demeaning;
Answer likely to compromise his / her position;
Confidential, commercial-in-confidence.
5.
Each individual whose registration form has been accepted or declined will be
advised by the Friday of the week prior to the scheduled meeting.
6.
In the event of a registration form being declined the registration form will be
circulated to the Mayor or Councillors for information.
RESUMPTION OF STANDING ORDERS

That Standing Orders be resumed.
CR FLACK'S REPORT
PAGE 6
DECLARATIONS OF CONFLICT OF INTEREST

Pursuant to Sections 77, 78 and 79 of the Local Government Act 1989 (as
amended) direct and indirect conflict of interest must be declared prior to debate
on specific items within the agenda; or in writing to the Chief Executive Officer
before the meeting. Declaration of indirect interests must also include the
classification of the interest (in circumstances where a Councillor has made a
Declaration in writing, the classification of the interest must still be declared at the
meeting), i.e.
(a)
(b)
(c)
(d)
(e)
(f)
(g)
(h)
direct financial interest

indirect interest by close association
indirect interest that is an indirect financial interest
indirect interest because of conflicting duties
indirect interest because of receipt of an applicable gift
indirect interest as a consequence of becoming an interested party
indirect interest as a result of impact on residential amenity
conflicting personal interest
A Councillor who has declared a conflict of interest, must leave the meeting and
remain outside the room while the matter is being considered, or any vote is taken.
Councillors are also encouraged to declare circumstances where there may be a
perceived conflict of interest.
PAGE 7
CONFIRMATION OF MINUTES
Minutes of the Special Meeting of Tuesday 15 November 2016 and Minutes of the
Ordinary Meeting of Wednesday 16 November 2016.
The following items were considered at the Special Council Meeting held on Tuesday 15
November, 2016 at 7:30pm.
Election of Mayor for 2016/2017

Congratulations to Newly Elected Mayor
Response by Mayor for 2016/2017
Election of Deputy Mayor for 2016/2017
Recording of Oaths and Affirmations of Office
Mayor's and Councillors' Allowances for 2016/2017
Council and Community Committees 2016/2017
Council Meeting Dates for 2016/2017 Mayoral Term
The following items were considered at the Ordinary Council meeting held on
Wednesday 16 November, 2016 at 6:00pm.
Petition: Victoria Street, Eaglehawk

Petition: Request for a Skate Park at Epsom
50 Bassett Road, Sebastian - Use of Land as Warehouse (Storage of Relocatable
Buildings), and Associated Works
180-184 High Street, Bendigo - Partial Demolition, Buildings and Works to Extend
Building, External Alterations, Increase in the Liquor Licence Area and Alteration of
an Access to a Road Zone Category 1
7 Roslyn Court, Kennington - Two Lot Subdivision
PLAN Bendigo
Country Football Netball Grant Program
Record of Assemblies
Contracts Awarded Under Delegation
The unconfirmed minutes have also been posted on the City of Greater Bendigo website
pending confirmation at this meeting.
RECOMMENDATION
That the Minutes of the Special Meeting of Council held on Tuesday 15 November, 2016
and the Minutes of the Ordinary Meeting of Council held on Wednesday 16 November,
2016 as circulated, be taken as read and confirmed.
PAGE 8
1.
PETITIONS AND JOINT LETTERS
1.1
RESPONSE TO PETITION: REQUEST TO REOPEN CLOSED

SECTION OF CAMPASPE STREET, ELMORE
Document Information
Author
Brett Martini, Manager Engineering and Public Space
Responsible
Director
Craig Lloyd, Director Presentation and Assets
Purpose
The purpose of this report is to provide a response to a petition submitted by residents in
the Elmore area concerned regarding the closure of a section of Campaspe Street,
Elmore between Clarke Street and Jeffrey Street.
Summary
Campaspe Street is an unsealed road that runs along the Campaspe River Reserve in
the township of Elmore. Following a complaint regarding dust in the area, the City of
Greater Bendigo (City) reviewed the role and function of this section of road.
Safety issues at the current configuration of the Campaspe and Jeffery Streets
intersection were identified during this review. This combined with the discovery that the
section of Campaspe Street between Jeffrey and Clarke Streets was located on the river
reserve and not a declared road, led the City to take steps to prohibit vehicle access from
Campaspe Street and Jeffrey Street across this section of the river reserve. This closure
is also expected to reduce through-traffic along Campaspe Street, therefore reducing
dust.
Public consultation was not required to install barriers of this nature as under the Road
Management Act 2004, this section is not a declared municipal road, but part of the river
reserve.
Following these works, broader community concerns were raised regarding the impact
this closure had on traffic movement and a petition was received by Council. Further
consideration has been given to issues raised by petitioners. However, given that a
suitable alternative to this section of Campaspe Street exists with negligible impact on
traffic, this treatment is still considered as the most cost effective to address issues of
dust from Campaspe Street and safety of the Jeffery Street and Campaspe Street
intersection.
PAGE 9
RECOMMENDATION
That in response to the complaint regarding dust generated from the section of
Campaspe Street within the Campaspe River Reserve, and considering safety concerns
for the intersection of Campaspe and Jeffery Streets and alternative routes available,
Council endorse the closure of this section of the river reserve to traffic.
~~~~~~~~~~~~~~~~~~~~~~~~~
Policy Context
Council Plan Reference:
City of Greater Bendigo Council Plan 2013-2017 (2016-2017 Update):
Theme 1
Strategy 1.2
Maintain strong and positive relationships with the Federal

and State Government and relevant departments and
agencies, and advocate to ensure that the required
infrastructure, key projects, policies and services are in
place as our community grows.
Theme 3
Strategy 3.1
Greater Bendigo has attractive and accessible parks and

public places and streetscapes that are widely used and
enable people to be healthy and active.
Theme 5
Sustainability
Strategy 5.1
Protect and conserve Greater Bendigo's natural

environment and settings for the future.
Regional Strategic Plan Reference:

Elmore Community Plan 2015-2020:
Goal 2: Beautiful Built and Natural Environment
As a community, Elmore has identified the development, maintenance and rejuvenation
of the built and natural environments as a key to increasing community connectivity,
activity and prosperity. The Elmore community has identified the Campaspe River as a
key asset for local residents and a key attraction for visitors.
Our Objectives:
To develop, maintain, improve and rejuvenate open public spaces.
To continue to develop, improve and maintain the Campaspe River Reserve.
Background Information
The following petition was tabled at Council's Ordinary meeting on 12 October 2016
from concerned residents in the Elmore area, as outlined below:
PAGE 10
"We, the undersigned residents and ratepayers of the City of Greater Bendigo,
formally request Council to reopen the section of Campaspe Street from Clarke
Street to the intersection of Campaspe Street and Jeffrey Street, Elmore."
The petition contained 167 signatures and Council resolved "that the petition be received
and a response be prepared within two (2) meetings."
Report
In December 2015, the City received a resident complaint regarding dust generated from
the gravel road at the rear of the properties fronting Jeffrey Street in Elmore. The gravel
road, known as Campaspe Street extends from Jeffrey Street in the south to Burnewang
Street at the north of the Elmore township.
While most of Campaspe Street is constructed within a road reserve, the section
between Jeffrey and Clarke Streets is not. This land is part of the Campaspe River
Reserve. Although the City has undertaken maintenance on this section of Campaspe
Street and has constructed a footpath along the Campaspe River, the Department of
Environment, Land, Water and Planning are the responsible land managers of the river
reserve.
Figure 1. Southern end of Campaspe Street:
In investigating the dust complaint, the role and dimensions of Campaspe, Jeffrey and
Clarke Streets were considered. The section of Campaspe Street between Jeffrey and
Clarke Streets does not provide access to any properties, with the only adjoining
property being land owned by the Department of Health and Human Services. The
closed section of Campaspe Street is approximately 220 metres long. The alternative
route via the sealed Jeffrey and Clarke Streets is 280 metres long. The seal width of
Jeffrey Street (between 14 and 16 metres wide) and Clarke Street (approximately 10.5
PAGE 11
metres wide) is more than sufficient for general traffic as well as any farm machinery that
may need to travel through this area.
Given the minimal increase in travel distance and the sealed Jeffrey and Clarke Streets
suitability to handle commercial vehicles, it was considered that closure to traffic along
the section of the road through the Campaspe River Reserve would resolve the dust
complaint without inconveniencing traffic users.
Previous traffic counts show Jeffrey Street currently supports between 200-300 vehicles
per day with three to four percent of these being commercial vehicles. Traffic counts for
the section of Campaspe Street north of Childers Street show that Campaspe Street
supports around 40 vehicles per day. The diversion of this traffic around Jeffrey and
Clarke Streets is unlikely to impact significantly on traffic volumes.
The issue of dust generation from unsealed roads is not an isolated one, particularly
when weather has been dry. Residents often suggest sealing of an unsealed road to
reduce dust, however this treatment is not often cost effective as many traffic volumes
along unsealed roads do not warrant sealing. In those cases, it is not often that a
genuine alternative route exists to enable the City to encourage its use therefore
reducing dust production along the unsealed road. The closure of the southern end of
Campaspe Street will likely reduce traffic on the remaining gravel section, as more traffic
will use the sealed Jeffrey Street as an alternative, therefore reducing dust along the
length of Campaspe Street.
It was further identified through the analysis of Campaspe Street that the intersection of
Jeffery and Campaspe Streets was of poor alignment. Being a broad Y intersection, the
gravel surface of Campaspe Street provides inadequate delineation for safe traffic
movement. This combined with the negligible impact on traffic volume and travel time, a
decision was made to close this section of Campaspe Street to through traffic.
Whilst consultation or public notice was not required as this section of Campaspe Street
is not a 'road' within a road reserve, it is acknowledged that consultation would have
enabled users of this section of Campaspe Street the opportunity to provide comment on
the need to travel along this section of Campaspe Street as compared to Jeffery and
Clarke Streets.
PAGE 12
Figure 2. Footpaths (green) in the vicinity of Jeffery Street:
In response to concerns about pedestrian safety and amenity, concrete and asphalt
footpaths, as detailed in green in Figure two, exist along Cardwell, Hervey, Clarke and
Jeffrey Streets, supporting students and residents to walk safely to nearby schools and
the river reserve.
Alternatively, if consideration was given to reopening the closed section of Campaspe
Street to traffic, the intersection should be realigned to provide a 90 degree intersection
with Jeffrey Street to improve safety. Figure three provides an example of this treatment
at an estimated cost of $25,000. These works would include extending the seal for ten
metres along Campaspe Street, installation of a drainage pipe and end-walls under the
newly sealed section, connection of the sealed section to the existing unsealed road and
an earth barrier to discourage traffic shortcutting the new intersection. To formalise the
City infrastructure on the river reserve, the City would also need to seek Committee of
Management status for this section of river reserve.
PAGE 13
Figure 3. Proposed realignment of Campaspe Street and Jeffrey Street:
Consultation/Communication
As outlined, consultation was not undertaken prior to the closure of this section of
Campaspe Street.
Resource Implications
There has been minimal cost incurred with the installation of signage undertaken to date.
Should this signage be removed, the intersection of Campaspe and Jeffrey Streets
should be realigned. At an estimated cost of $25,000 this project would require
consideration under either the 2016/17 Mid-year budget process, or as a new Capital
project in the 2017/18 Council budget process.
Attachments
Nil.
PAGE 14
Planning for Growth - Reports
2.
PLANNING FOR GROWTH
2.1
PLANNING SCHEME AMENDMENT C227- IMPLEMENTATION OF

CONNECTING GREATER BENDIGO INTEGRATED TRANSPORT
AND LAND USE STRATEGY (ITLUS) SUBMISSIONS AND
ADOPTION
Author
Bridget Maplestone, Strategic Planner - Projects
Responsible
Director
Bernie OSullivan, Director Strategy & Growth
Purpose
To advise Council on the submissions received during the public exhibition stage of
Planning Scheme Amendment C227 (Implementation of ITLUS).
This report then recommends that Council adopt Amendment C227, and submit the
Amendment to the Minister of Planning for approval.
Summary
Amendment
details:
The Amendment implements the Connecting Greater Bendigo

Integrated Transport and Land Use Strategy (ITLUS) by making
changes to the Municipal Strategic Statement (which provides
the key strategic planning, land use and development
objectives for the municipality).
All the major transport agencies contributed to the preparation
of ITLUS and both, the Department of Economic Development,
Jobs, Transport and Resources and VicRoads indicate support
for the strategy.
Amendment C227 makes changes to Clause 21.09 (Integrated
Transport and Infrastructure) to add the relevant objectives,
strategies and further strategic work from ITLUS. It also makes
changes to the structure of the Clause to be consistent with
Practice Note 4 Writing a Municipal Strategic Statement
(Department of Environment, Land, Water and Planning).
Further, it adds the strategy as a reference document to Clause
21.10 of the Greater Bendigo Planning Scheme to provide
necessary background and to assist in the consideration of
planning applications.
Proponent:
City of Greater Bendigo Strategy & Growth
PAGE 15
No. of
submissions:
Key issue:
1 in support and 1 requesting minor changes

Greater reference to waste and resource recovery within Clause
21.09-7 Infrastructure
RECOMMENDATION
That the Greater Bendigo City Council resolve to:
1. Having complied with Part 3, Division 1 and 2 of the Planning and Environment Act
1987, and in accordance with Section 29(1), adopt Greater Bendigo Planning
Scheme Amendment C227; and
2. Pursuant to Section 31(1) of the Planning and Environment Act 1987 submit
Amendment C227 to the Minister for Planning for Approval.
~~~~~~~~~~~~~~~~~~~~~~~~~
Policy Context
Theme 2 - Planning for Growth
Strategy 2.2 Council manages the planning and development of the City through the
preparation of major Strategies and effective amendments to the planning scheme.
Action 2.2.1 Complete and implement the following major strategies through planning
scheme amendments:
Connecting Greater Bendigo: Integrated Transport and Land Use Strategy
Strategy Reference:
https://www.bendigo.vic.gov.au/About/Document-Library/connecting-greater-bendigointegrated-transport-and-land-use-strategy
Rural Communities Strategy (Issues and Impacts):
The amended Clause 21.09 (Integrated Transport and Infrastructure) introduces
strategies around improving the bus network and advocating for improved public
transport connections including the provision of services connecting Bendigo, Echuca
and Swan Hill.
ITLUS identifies the need to improve regional connections including bus connections
between Heathcote and urban Bendigo via Axedale and Junortoun. This has been
added as a strategy to Clause 21.09.
PAGE 16
The key steps in the Amendment process are summarised below.
Bendigo currently has one of Victorias highest rates of car ownership. The ITLUS is
about moving from a business as usual approach to transport which would, as the
population increased, place greater strain on the existing road network.
Moving towards a more strategic approach to meeting its future transport, development
and housing needs, as well as promoting active transport to improve the health of the
community, Council developed an ITLUS. This strategy was adopted in August 2015.
PAGE 17
To ensure this important strategy is considered in development applications, the key

directions within the strategy need to be implemented into the planning scheme through
a Planning Scheme Amendment.
Therefore at the August 2015 meeting a
recommendation was also received to commence the Planning Scheme Amendment
process to implement the strategy.
Previous Council Decision(s) Date(s):
August 2011 Council endorsed the motion to support a research project into the likely
actions, effectiveness and resource implications of completing a Sustainable Transport
Strategy for Bendigo.
November 2011 Council endorsed the Project Brief for the Sustainable Transport
Research Paper and Community Discussions.
May 2012 An Integrated Transport Research Paper was presented with a
recommendation to commence the development of an ITLUS.
August 2015 Council adopted ITLUS and recommended to commence a Planning
Scheme Amendment process to implement the strategy.
July 2016 Council recommended that any unresolved submissions which do not affect
the overall strategic intent of Amendment C227 be referred to an independent Panel. If
unresolved submissions were received which raised the strategic intent and direction of
the strategy, then a report was to be prepared for Councils determination.
Report
An Explanatory Report is attached and details the purpose, effect of the Amendment and
provides the strategic justification for the Amendment.
The implementation of ITLUS through objectives in the planning scheme will ensure the
more effective use of existing infrastructure, thereby reducing the need for new
infrastructure and costly upgrades. Objectives include implementing and advocating for
further improvements to Bendigo Metro Rail and the bus network and encouraging the
provision of walking and cycling infrastructure and improved connections, which will be
considered in assessing planning applications.
The Amendment proposes to:
Amend Clause 21.09 to include objectives and strategies to implement ITLUS
Amend Clause 21.10 to reference ITLUS
Priority/Importance:
ITLUS was developed over a four year period, with all major transport agencies and
organisations and over 25,000 residents engaged in the process.
Amendment C227 shows the commitment of Council to the ongoing implementation of
ITLUS. It provides greater direction to planners in assessing planning applications
around encouraging active and public transport. It also advocates for improvements to
public transport and completing walking and cycling links.
PAGE 18
Options/Alternatives:
Council has the option of adopting Amendment C227 in full, in part, or abandoning the
Amendment.
Timelines:
Amendment C227 was sent for Authorisation on 30 June 2016.
received on 6 July 2016.
Authorisation was
The Amendment was exhibited for one month from 4 August 2016 to 5 September 2016.
Under Ministerial Direction 15, as the Planning Authority, Council must make a decision
on an amendment within 60 business days of the closing date for submissions. Due to
Council elections, Council Officers wrote to the Minister for Planning on the 27
September requesting an exemption from this. A letter was received on the 28
September granting this exemption.
Risk Analysis:
This Amendment implements Councils adopted ITLUS which has support not only of
Council but various state government transport agencies. It shows Councils clear intent
to promote active and advocate for public transport improvements. Not adopting this
amendment may potentially lead to adverse community, government agency and
stakeholder reactions.
External Consultation
Notice was provided in the following manner:
Direct notification to relevant government agencies including VicRoads, Public
Transport Victoria (PTV), Department of Economic Development, Jobs, Transport
and Resources (DEDJTR) and Regional Development Victoria (RDV)
Notices to prescribed Ministers under Section 19(1)(c) of the Planning and
Environment Act
Notice to the Native Title Unit
Public notice of the Amendment in the Bendigo Advertiser on Tuesday 2 August
Publication of the notice of the Amendment in the Government Gazette on 4 August
2016
Media Release
Information in the Greater Bendigo Bulletin
Drop in session on Thursday 18 August
Details on Councils website
The Amendment does not propose any changes to planning controls and therefore does
not directly affect any individual property owners.
PAGE 19
Submissions
Two submissions were received to Amendment C227 during the exhibition period. This
included one collective submission from DEDJTR, PTV and VicRoads who strongly
supported the Amendment. The other submission was received from Loddon Mallee
Waste and Resource Recovery Group (LMWRRG) requesting minor changes to the
Amendment.
Amendment C227 shows Councils commitment to investing in sustainable infrastructure.
Therefore, based on the submission from the LMWRRG and a further review of the
Amendment documents, minor changes are recommended following exhibition, to further
highlight the importance of planning for waste and resource recovery infrastructure. The
submission from the LMWRRG was withdrawn on the basis of minor changes proposed
in relation to waste and resource infrastructure. Details of the proposed changes are
outlined in the Table 1.
Table 1 Recommended changes to Amendment C227 following exhibition
Current
21.09-4 Private vehicles
Reduce or waive car
parking requirements
where sites are highly
accessible, and
attractive, and where
safe and functional
pedestrian and or
cycling infrastructure is
provided.
21.09-4 Private vehicles
Recommended change
Wording change.
Reason for change

Wording change makes the
strategy much clearer and
Reduce or waive car parking easier to interpret for all
requirements, on sites which parties when applying for
meet 10 minute
and reviewing planning
neighbourhood principles,
applications.
where there is demonstrated
off-site car parking
alternatives and where
bicycle parking and end of
trip facilities are provided
above the rates specified in
Clause 52.34.
Delete strategy.
This strategy is adequately

covered in the strategy
above.
Add in waste and resource

recovery to infrastructure
needs.
Requested by LMWRRG.
Minor wording change to

refer to Eaglehawk is a
Requested by LMWRRG.
Ensure the equitable

distribution of car
parking throughout the
municipality.
Overview
Overview
PAGE 20
Agree with this change as it

is important to maintain and
plan for waste and resource
recovery infrastructure
along with other
infrastructure.
Current
Recommended change
waste and resource
recovery hub.
Reason for change

Minor change to wording to
reflect correct designation
of site.
Addition of objective 5.
Changes were made

through Amendment C213
to implement the
Eaglehawk waste and
resource recovery hub.
To encourage reuse and

recovery of materials and to
minimise and manage the
environmental impacts of
landfill.
Addition of strategy.
Support the identification
and protection of waste and
resource recovery
infrastructure.
Further strategic work
Addition of dot point.
Updating the City of Greater

Bendigo Road Safety Plan
2007-2011.
Addition of dot point.
Identifying bus stops and
access to bus stops that
need improvement and are
not Disability Discrimination
Act 1992 compliant.
Addition of dot point

Updating the Bendigo CBD
Parking Strategy to align the
provision of car parking with
adopted strategies.
PAGE 21
Amendment C227 makes

changes to the structure of
the clause. It was
necessary to add in a
further objective due to the
new structure of the clause.
Change requested by
LMWRRG.
Agree with this change as it
is important to consider
waste infrastructure in
planning decisions and in
planning for the future
population.
This was identified in
ITLUS as further strategic
work so it is important it is
identified as further
strategic work in the MSS.

Given the Amendment does not propose additional planning controls or permit
requirements, the Amendment is not likely to have any additional resource implications.
The City is responsible for payment of statutory fees and costs incurred in the processing
of the Amendment.
Officer time will be required to prepare the Amendment
documentation ready to send to the Minister for Planning requesting approval.
Attachments
1. Copy of submissions
2. Explanatory Report
PAGE 22
2.2
AWARDING OF CONTRACT NO: CT000298 FOR SCOTT STREET

BRIDGE AND ROAD UPGRADE, WHITE HILLS
Author
Responsible
Director
Purpose
The purpose of this report is to recommend the awarding of the contract for construction
of a new bridge, roadworks and landscaping in Scott Street, White Hills.
Summary
Following a public tender process, five companies submitted tenders which were
assessed against specified tender evaluation criteria being broadly; price, capability and
capacity. Cut & Fill Pty Ltd were the preferred tenderer following this process and were
invited to a post-tender meeting to clarify a number of items particularly around their
landscaping submission. This resulted in a reduction of their tender submission by
almost $42,000. Based on the tender evaluation in accordance with the evaluation
criteria, it is recommended that the contract be awarded to Cut & Fill Pty Ltd for
$2,999,428.88 excluding GST.
RECOMMENDATION
That having undertaken a public tender process for the construction of a new bridge,
roadworks and landscaping in Scott Street, White Hills and having evaluated the tender
submissions in accordance with the tender evaluation criteria:
1.
That Contract CT000298 for the construction of a new bridge, roadworks and
landscaping in Scott Street, White Hills be awarded to Cut & Fill Pty Ltd for the
contract sum of $2,999,428.88 excluding GST.
2.
That the Chief Executive Officer be given delegated authority to approve contract
variations up to the budgeted amount.
PAGE 23
Policy Context
Theme 1
Strategy 1.6
Programs, projects and services are guided by best practice

principles and delivered to respond to community needs.
Action 1.6.4
Deliver the budgeted works program, both capital and

maintenance and enhance planning for the future with
relevant skills development.
Theme 2
Planning for Growth
Strategic Objective 1
Greater Bendigo plans for the needs of our growing

population through the preparation of long-term strategies
and the development of 'major new assets' and supporting
infrastructure.
Theme 5
Sustainability
Challenges and
Opportunities
Keeping our assets on good repair is an important

principle.
Essential infrastructure, footpaths, drainage and well built
and maintained roads are essential for economic and
social purposes.
Strategy 5.3
Essential infrastructure is constructed, maintained and

renewed to meet the needs of current and future residents.
Regional Strategic Plan Reference:

Northern Corridor and Huntly Local Structure Plan (2005):
Chapter 5.2 - Priority Actions (p.118)
Signalisation of the intersection of Scott Street and the Midland Highway.
Downgrading of the proposed Heinz Street signalisation.
Road Network improvement - highest priority for investigation is Scott Street (bridge
& signalisation).
The Northern Corridor and Huntly Structure Plan identified a number of road
improvements to assist with movement of vehicles in and around this corridor. This
included the duplication of Napier Street and the installation of traffic signals at the
intersection of Scott Street and Napier Street. These elements are included in the
current VicRoads project for the upgrade of Napier Street.
PAGE 24
The plan also identified the replacement of the current floodway on Scott Street with a
bridge. A bridge structure and associated road approaches has been designed to
replace the floodway and adjoining poor condition footbridge. Due to the change in road
level between the floodway and the bridge which has been designed to accommodate a
1 in 100 year flood event, significant roadworks are required. This has included changes
to parking for the adjoining Bendigo Botanic Gardens and associated landscaping of the
road reserve and Bendigo Creek. The Bendigo Linear Trail which currently crosses
Scott Street at-grade will be continuous and pass under the new bridge.
Report
The construction of the bridge and associated road works and landscaping were
advertised for public tender on 24 September 2016 and closed on 18 October 2016.
Submissions were received from five tenderers with a number of alternatives which
made a total of ten, tender submissions.
The tender submissions were evaluated in accordance with the tender evaluation criteria
being price (including local content), capability and capacity. Based on this evaluation,
Cut & Fill Pty Ltd where determined as the preferred tenderer. A meeting was arranged
between City of Greater Bendigo (City) and Cut & Fill Pty Ltd representatives to discuss
their tender submission, to clarify a number of matters as well as discuss pricing of a
number of landscaping items. Following this meeting, Cut & Fill Pty Ltd submitted an
updated tender price almost $42,000 less than their original price.
Subject to award of the contract, the works are proposed to commence early in the new
calendar year and be completed by the end of June 2017. This will require closure to
traffic for significantly lengths of time during the construction period, but access to Priest
Street and adjoining properties will be maintained during this period. These works will be
completed well in advance of VicRoads duplication and traffic signal works.
Adjoining property owners have been provided with a copy of the draft plans for the
works and provided the opportunity for comment. The works have also required the
granting of two Planning Permits and a Works Within Waterways permit has been
obtained from the North Central Catchment Management Authority. Liaison has been
undertaken with service authorities (Coliban Water, Powercor and SP Ausnet) in regard
to relocation of services.
Both targeted and broader community consultation will occur in the lead up to the works
and during the construction period.
These works are included in the 2016/17 budget.
Attachments
Nil
PAGE 25
2.3
AWARDING OF CONTRACT NO: CT000299 FOR ALLIES ROAD,

ROAD RECONSTRUCTION, MARONG
Author
Responsible
Director
Purpose
The purpose of this report is to recommend the awarding of the contract for road
reconstruction of Allies Road in Marong.
Summary
The tender for the reconstruction of 3.3km of Allies Road in Marong was advertised on 8
October 2016 and closed on 2 November 2016. Five companies submitted tenders
which were assessed against specified tender evaluation criteria published in the
Invitation to Tender document; those criteria being broadly; price, local content, capability
and capacity. Based on the tender evaluation criteria, it is recommended that the
contract be awarded to RECivil for $1,488,871.54 excluding GST.
RECOMMENDATION
That having undertaken a public tender process for the road reconstruction of 3.3 km of
Allies Road, Marong and having evaluated the tender submissions in accordance with
the tender evaluation criteria:
1. That Contract CT000299 for the road reconstruction of Allies Road, Marong be
awarded to RECivil for the contract sum of $1,488,871.54 excluding GST.
2. That the Chief Executive Officer be given delegated authority to approve contract
variations up to the budgeted amount.
~~~~~~~~~~~~~~~~~~~~~~~~~
PAGE 26
Policy Context
Theme 1
Strategy 1.6
Programs, projects and services are guided by best practice

principles and delivered to respond to community needs.
Action 1.6.4
Deliver the budgeted works program, both capital and

maintenance and enhance planning for the future with
relevant skills development.
Theme 2
Planning for Growth
Greater Bendigo plans for the needs of our growing

population through the preparation of long-term strategies
and the development of 'major new assets' and supporting
infrastructure.
Theme 5
Sustainability
Challenges
Opportunities
and Keeping our assets on good repair is an important

principle.
Essential infrastructure, footpaths, drainage and well built
and maintained roads are essential for economic and
social purposes.
Strategy 5.3
Essential infrastructure is constructed, maintained and

renewed to meet the needs of current and future residents.
Allies Road runs between Marong and Myers Flat and is an important local road. In
particular, it serves an essential role in freight movement to and from the west of Bendigo
and the Bendigo Livestock Exchange. Allies Road also forms part of OD18 being the
over dimensional route across the north of Bendigo.
As part of the management of road assets, condition assessments are undertaken every
three years. These assessments are a key driver in the development of the City's capital
works road renewal program. Two sections of Allies Road were identified for
reconstruction in 2016/2017. A 1.1 km section of road in Myers Flat is currently being
reconstructed by the City's Works Unit. A further 3.3 km section in Marong from the
Calder Highway to just east of Hermitage Road is to be reconstructed via contract as a
result of a public tender process.
PAGE 27
Report
Public tenders were advertised on 8 October 2016 and closed on 2 November 2016. Five
tenders were received. Based on the initial evaluation, the three best performing tenders
had similar scores. Further cost clarification was sought from these three tenderers
providing them opportunity to review the pricing of their tender submissions. All three
provided lower prices than their original submission. Based on the revised information
and tender prices, the three tenders were again evaluated and based on this secondary
tender evaluation. RECivil had the best score.
RECivil are based in Echuca and although they have not undertaken works for the City
previously, they were able to demonstrate their capability and capacity to undertake the
works in accordance with the contract documents.
Adjoining property owners have been consulted throughout the design process. Further
information will be provided to adjoining property owners prior to works commencing and
broader community information will be provided both prior to and throughout the project.
These works are included in the 2016/17 budget.
Attachments
Nil
PAGE 28
Presentation and Vibrancy - Reports
3.
PRESENTATION AND VIBRANCY
3.1
GREATER BENDIGO PUBLIC SPACE PLAN - STAGE 2 VISION AND

CONCEPT
Author
Mark Stubbs, Senior Strategic Planner
Responsible
Director
Bernie OSullivan, Director Strategy & Growth
Purpose
To advise Council of progress related to the Greater Bendigo Public Space Plan,
including the development of a Conceptual Vision, which is the focus of the current stage
of the project.
Summary
Replacing the Open Space Strategy of 2005, the Greater Bendigo Public Space Plan will
be a long-term strategy to guide the coordinated planning, design, use and management
of the citys public spaces in the interest of supporting the broader objective of liveability.
A crucial aspect of the Public Space Plan is its expanded and more holistic scope
addressing not just open space, but public space. The result being that public spaces
owned and/or managed by various agencies, including the City, as well as a wider range
of public spaces (e.g. streets, plazas, electricity easements, cemeteries) are integral to
the project.
A comprehensive period of background research, consultation and analysis to inform the
Citys understanding of strategic public space issues was completed in August 2016. In
October, the community and agencies were invited to collaborate in the development of a
conceptual vision for the citys public space, looking 50 years into the future. An online
survey and 2.5-day workshop provided the main avenues to participate in this activity.
The draft conceptual vision which emerged and has since been developed further and is
now ready for wider community consideration and comment. The response will give the
City a stronger sense of whether or not the vision has captured the community sentiment
and priorities and that we are heading in the right direction.
PAGE 29
RECOMMENDATION
1. Continue engagement activities related to the Conceptual Vision for the Greater
Bendigo Public Space Plan;
2. Receive a report and briefing in March 2017 on community and agency feedback on
the draft Conceptual Vision, and the project overall.
~~~~~~~~~~~~~~~~~~~~~~~~~
Policy Context
Theme 3: Presentation and vibrancy
Strategy 3.1: Greater Bendigo has attractive and accessible parks, public places and
streetscapes that are widely used and enable people to be healthy and active.
Action 3.1.1: Complete the Greater Bendigo Public Space Plan in partnership with the
Community Wellbeing and Presentations and Assets Directorates and commence
implementation.
Strategy Reference: www.bendigo.vic.gov.au/publicspaceplan
Our public spaces are the literal commons of the city; the places that we share and come
together in as citizens. They are collectively a vital ingredient of our economy, society
and culture and are intrinsic to the fabric and identity of the city itself.
For the last ten or so years, the City has progressively implemented objectives for some
of our public spaces principally the parks and other open spaces through the 2005
Open Space Strategy. All of the recommended actions of this strategy that could be
practically implemented have been. Having recognised for some time now the need to
renew the strategy, the City also realised the opportunity to consider what a new strategy
might set out to achieve.
An extended period of internal discussion and consultation took place in mid-2014, and
emerging from myriad issues was the possibility of approaching open space with an
entirely different context and philosophy. From this beginning, the concept of developing
a strategy for the Citys public space the Greater Bendigo Public Space Plan was
agreed, both by staff and subsequently by Council. This meant that not only would the
City-owned and/or managed open spaces parks, gardens, sports reserves and creek
corridors be addressed by the strategy, but that a wider range of public spaces (e.g.
streets, plazas, electricity easements, cemeteries) and other land owners and managers
would be integral to the project. This change in approach reflects the true nature, scale,
PAGE 30
complexity and uniqueness of public space in our city and transforms the potential for its
influence.
28 September 2015 Council workshop briefing to discuss and agree on the scope of
the Public Space Plan.
31 August 2016 Council endorsed the draft Strategic Context and Issues Report and
Summary Report and resolved to release both reports for informal public comment for six
weeks.
Report
The first stage of the Greater Bendigo Public Space Plan sought to gain a
comprehensive understanding of the major public space issues of our city. It did so
through a process of wide-ranging consultation, research, analysis and documentation.
The second and current stage of the project has a very different goal the creation of a
conceptual vision for public space in Greater Bendigo, looking ahead 50 years. This
provides a rare and exciting opportunity to imagine and explore the potential of public
space to enhance the fabric and identity of the city and the lives of residents and visitors.
The context for a public space vision
Our city and community is subject to certain major influences some external and
largely out of our control, and others self-determined by our own strategic planning.
These influences become essential considerations in future of public space. They
include:
Population growth: The city is growing (and forecast to continue growing) at a steady
rate which will see our population increase by another 100,000 people over the next
50 years. This means a population comparable to Geelong or Hobart today.
Urban density: We are aiming to concentrate most of this population growth within the
existing urban area. This means a higher population density overall, noting that even
still, we will remain a comparatively low density city (Residential Development
Strategy 2015).
Community health: In line with wider trends, our overall community health is declining,
and as a regional municipality we over-represented in indicators such as obesity and
sedentary behaviour.
Transport: More diverse transportation options are being sought with a particular
emphasis on walking, cycling and public transport (Integrated Transport and Land
Use Strategy 2015).
There are additional factors that relate more specifically to our public space situation
which must also be considered:
We have an abundance of public space and high accessibility to public space.

The quality of public spaces is highly variable we have some spaces of very high
quality, but on average the quality is quite low.
PAGE 31
We have a strong foundation for connecting public spaces, but lots of gaps.
Public space is not being provided or funded evenly across communities and towns.
In rural towns and communities, public spaces tend to be relied upon as community
spaces for a greater variety of activities.
There has been limited consideration of the great potential of the citys streets as
public spaces.
Were getting better at integrating organised sport with other public space functions,
but have some way to go yet.
Water use in public spaces is growing but with considerable take-up of recycled
water.
Environmental values are intrinsic to most public spaces but not always appropriately
respected or protected.
Were achieving mixed results with stormwater integration.
Public space expenditure has been inconsistent over time and disproportionately
allocated to organised sport.
Our public space heritage is strong, but not always well recognised or protected.
Our public spaces are often not-well designed for safety, nonetheless crime statistics
show our spaces to be relatively safe.
Some of our public spaces (more than others) are integral to local tourism, events
and public art.
The process to develop the vision

An open, creative and quite intensive engagement process was formulated to create
public space conceptual vision. This process included:
A public online survey (also made available in print), to which 430 people responded.
The survey results were reported at the workshop (see below).
A community and agency workshop held over 2.5 days, and consisting of several
elements:
1. The first evening held at the Neangar Park Golf Club in Eaglehawk was an open
opportunity to collaborate in a creative discussion about the future of public space
in Greater Bendigo. Forty-five residents, community-group representatives and
agency representatives participated.
2. A session the next morning at the Bendigo Town Hall brought 25 representatives
of agencies and the Community Reference Group together to reflect on the
outcomes of the previous evening, and to refine and add to this.
3. A small team then took all of this information and, over a day and half, created the
outline of a conceptual public space vision in words and sketches.
4. On the evening of the third day, participants were invited to come along to the
Library Gardens to view the conceptual vision material that had been generated in
the preceding 24 hours. The attendance at this session was around 20 people.
5. Post-workshop, the conceptual vision had been refined and worked up into an
online format ready for wider presentation and comment.
PAGE 32
What we want our public space future to look like

Despite the great complexity and diversity of public space issues, some strong, common
community messages and aspirations emerged from the consultation process. These
provide helpful guidance for what is needed in the future, and to a large degree, the
conceptual vision endeavours to reflect this. There are several major components of the
conceptual vision as follows.
Overall Vision
Lets spend the next 50 years making our public space for people.
The themes of five key principles:
o Identity, Excellence and Recognition
o Networks and Accessibility
o Ownership and Custodianship
o Diversity
o Environment and Sustainability
Concept Elements
The Forest: The citys surrounding forest is its most distinctive characteristic and
central to our identity. The presence of the forest is to be reinforced and celebrated
by completing the forest perimeter, development is to be well-integrated at the forest
edge, connections to and associations with the bush are to be strengthened, and a
forest circuit of the city is to be completed.
The City Centre: the historic core of Bendigo is the citys most significant activity
centre. The European-style of the public realm is inherent to its distinctiveness, and
is to be preserved and strengthened. The public realm is also to be made more
people friendly through selective application of including boulevards, plazas, shared
spaces and protected bike lanes. The heart of Bendigo at Charing Cross is a highprofile and much-valued public space that provides an ideal starting point. This space
would be progressively transitioned to an urban public square that provides a focus
for business, leisure and events, whilst retaining transport functions.
A Network of Corridors: the foundation for the creation of a city-wide network of interconnected public spaces has already been laid. Unlike most cities, we have a vast
system of criss-crossing creek corridors, rail lines, streets and easements stretching
across the urban area, and also linking into some smaller towns and settlements.
These need only to be selectively combined and creatively modified to build a system
of pedestrian- and cycle-friendly public space corridors which connect people their
destinations and communities to one another.
Design Principles
A set of principles that are essential to best-practice public space-related design in

Greater Bendigo.
The conceptual vision is purposefully simple and clear in its purpose. Realising this
vision will almost certainly be a more complex mission. Doing so will require
collaboration, perseverance, considerable time measured in decades, and in some
respects, new ways of thinking and prioritising.
PAGE 33
The conceptual vision provides a focus for what will be the Greater Bendigo Public
Space Plan, but is far from the Plan in its entirety. The Plan is to be developed in the
next stage of the project and represents the most substantial and complex part of the
work program.
How the conceptual vision is to be communicated
The growth in social media and online communications is exponential and the tools,
platforms and methods for communications are in constant evolution. As the City is
increasing and diversifying its online presence, in parallel, the City and Council have
maintained a shared commitment to, and emphasis on, wide-ranging community
engagement.
These factors point to the potential need for and benefits of creative, accessible webbased engagement. For this reason the public space conceptual vision is to be driven
principally online. The chosen media platform is an app called ThingLink (see link below)
a simple tool based on the premise of every image having a story and providing the
means to tell that story. The format is highly visual, interactive and accessible. It
includes metrics for measuring engagement activity and will also be linked directly to a
short feedback survey/poll.
https://www.thinglink.com/scene/853455230543593473
This online platform will be complemented by the more conventional practice of a report
which can be viewed on the Citys website or in print.
A series of informal information sessions will also be held at venues across the
municipality to explain the conceptual vision first hand and to respond to questions and
comments.
Next steps
The conceptual vision is to be reviewed and refined through community and agency
engagement during December, January and February.
A briefing with Council to present and discuss the conceptual vision as part of a fuller
briefing on the project is to be scheduled for mid-March.
High priority the 2005 Open Space Strategy is overdue to be replaced by a
contemporary strategy.
PAGE 34
Timelines:
The project commenced in November 2015 with an anticipated completion date of June
2017 as stated in the Council Plan. This completion date is ambitious. A conventional
open space strategy takes approximately 18-24 months to develop. The increased scale
and complexity of the Greater Bendigo Public Space Plan means completion will occur
later in 2017 still a 2-year timeframe overall. The major stages of work and associated
target dates for completion are given in Table 1.
Table 1. Work stages and milestones for the Public Space Plan
Stage
Description
Target completion
Strategic Framework
August 2016
Vision and concept
December 2016
Draft Public Space Plan
September 2017
Final Public Space Plan
November 2017
Engagement activity for the project thus far has been considerable and will be continued
into the remaining work stages. This activity spans the conventional as well as several
innovations in the interest of attracting a greater depth of participation from across the
community. The engagement activity for stage one is shown in Table 2 below and
activity related to the current stage of work was described earlier in this report.
Table 2. Community engagement activity to date for the Public Space Plan
Activity
Measure
Community bulletins (x2)
Around 2,000 printed copies distributed
Listening posts
13 sessions
Around 200 participants
Rate Our Spaces online survey
1,323 responses
Primary school survey sessions
13 schools
Around 500 children
Outdoor community forum
20 participants
Informal submissions
5 received
Media coverage
2 media releases, 4 print media articles,

2 local radio segments
Project webpage
1,559 views
Facebook
11 posts
Reached 14,500 users
PAGE 35
Twitter
13 tweets, 84 engaged users
Project update online subscriptions
84
Oversight of the development of the Public Space Plan is being provided by a Steering
Group made up of representatives of the City of Greater Bendigo (Mayor and Directors),
Coliban Water, the Department of Environment, Land, Water and Planning (DELWP),
The Heart Foundation, North Central Catchment Management Authority and Parks
Victoria.
To support and complement both the Plans development, and the role of the Steering
Group, a community-based Reference Group is also in place. This group brings together
twelve residents from various parts of Greater Bendigo with wide-ranging public space
interests.
The City has also established an ongoing working relationship with the Office of the
Victorian Government Architect (OVGA) in relation to some of its strategic projects. The
OVGA will continue to provide peer review and recommendations to the project team at
major project milestones.
The Greater Bendigo Public Space Plan is being resourced internally and by a project
budget of $18,000 for the 2017/18 financial year.
Attachments
None
PAGE 36
3.2
VICTORIA'S DRAFT 30-YEAR INFRASTRUCTURE STRATEGY SUBMISSION BY THE CITY OF GREATER BENDIGO
Author
Bridget Maplestone, Strategic Planner
Responsible
Director
Bernie OSullivan, Director Strategy and Growth
Purpose
This report provides a copy of the City of Greater Bendigo submission into Infrastructure
Victorias Draft 30-Year Infrastructure Strategy (Draft Strategy) and seeks endorsement
of that submission. The Draft Strategy was released on 4 October 2016 and required
submissions to be forwarded to Infrastructure Victoria by 31 October 2016. The short
consultation period did not allow for a submission to be prepared in time to be placed on
an earlier Council agenda.
Summary
The submission supports the preparation of a 30-year infrastructure strategy for Victoria.
The Draft Strategy outlines 134 recommendations over the short, medium and long term.
These include new projects, behaviour change projects and projects around better
planning and prioritisation. Of the recommendations, 70 per cent are Statewide, 20 per
cent relate directly to Melbourne and 10 per cent relate to regional and rural Victoria.
Recommendations are grouped into 19 needs.
The submission responds to the most relevant recommendations in the Draft Strategy to
the municipality and region based on adopted policies and consistency with the work
Council is undertaking. It also identifies where there are gaps in the policy.
The release of the Draft Strategy could be considered timely for the City as it has just
begun work on Plan Bendigo. Plan Bendigo will identify key infrastructure priorities
across the City and develop a plan to meet the needs of a population of 200,000. Given
the City is preparing this innovative plan it is well placed to be used as a pilot for the
rollout of some of the recommendations within the Draft Strategy.
Overall the Draft Strategy and a number of its recommendations can be viewed as
positive. This includes the focus on affordable housing, better utilisation of government
assets and transparent decision making.
However the City does have some concerns with the Draft Strategy in its current form. In
particular, despite many of the recommendations in the Draft Strategy being slated as
statewide, a number of these are much more relevant to Melbourne than regional and
rural areas. While the size of Melbourne requires greater infrastructure investment, a
PAGE 37
stronger focus should be given to the provision of infrastructure in regional and rural
areas to help build jobs and investment.
Another concern with the Draft Strategy is the potential cost burden to local government
and in particular regional and rural Councils in providing new and upgrading
infrastructure through some of the recommendations. Local Government has limited
ability to raise additional revenue to cover costs that may be required if some of these
recommendations are implemented, particularly in an era of rate capping.
RECOMMENDATION
That the Greater Bendigo City Council resolve to endorse the submission to Victorias
Draft 30-Year Infrastructure Strategy.
~~~~~~~~~~~~~~~~~~~~~~~~~
Policy Context
Leadership and Good Governance Strategy 1.3 Contribute to policy and strategy
development being led by government and other agencies.
Rural Communities Strategy (Issues and Impacts):
There are recommendations within the Draft Strategy which are directly relevant to rural
communities. In particular, with the Rural Communities Strategy identifying that people
in rural communities often feel marginalised and overlooked, the focus on improving
connections and educational outcomes is welcomed.
On 4 October 2016, Infrastructure Victoria released its 30-year Draft Strategy. This
follows on from the release of an options paper (All things considered) in May 2016.
There are 134 recommendations in the Draft Strategy. Of these, 70 per cent have been
identified as statewide, 20 per cent specific to Melbourne and 10 per cent specific to
regional and rural areas.
The recommendations have been grouped into 19 different needs. These include:
Address infrastructure demands in areas with high population growth;

Address infrastructure challenges in areas with low or negative growth;
Respond to increasing pressure on health infrastructure particularly due to ageing;
Enable physical activity and participation;
Provide spaces where communities can come together;
Improve accessibility for people with mobility challenges;
Provide better access to housing for the most vulnerable Victorians;
Address expanded demand on the justice system;
PAGE 38
Provide access to high-quality education infrastructure to support lifelong learning;

Meet growing demand for access to economic activity in central Melbourne;
Improve access to middle and outer metropolitan major employment centres;
Improve access to jobs and services for people in regional and rural areas;
Improve the efficiency of freight supply chains;
Manage threats to water security, particularly in regional and rural areas;
Manage pressures on landfill and waste recovery facilities;
Help preserve natural environments and minimise biodiversity loss;
Improve health of waterways and coastal areas;
Transition to lower carbon supply and use; and
Improve the resilience of critical infrastructure.
A submission (attached) was drafted with input from relevant staff and responds to the
most relevant options for Council, following review of the Draft Strategy and version two
of the Draft Options Book.
At its meeting on 29 June 2016, Council endorsed the submission to Infrastructure
Victorias All Things Considered - Exploring Options for Victorias 30-year Infrastructure
Strategy.
Report
The City of Greater Bendigo submission supports the preparation of a 30-year
Infrastructure Strategy for Victoria and appreciates the multiple opportunities to provide
input into the process.
A number of recommendations within the Draft Strategy are supported. This includes the
focus on affordable housing, housing in established areas and better utilisation of
government assets. A more transparent decision making framework outlined in a
number of recommendations is also supported.
Given the City has just begun work on Plan Bendigo which will identify a holistic set of
infrastructure priorities across the municipality and region, it considers that it is well
placed to be used as a pilot for the rollout of some of the recommendations within the
Draft Strategy.
The City has provided a response to 42 out of the 134 recommendations. Of these it
supports 28 recommendations, supports 1 recommendation in part, requires further
information on 11 recommendations and does not support two recommendations. The
two recommendations the city does not support are parks pricing/funding/expenditure
(16.1.1) and parks partnerships (16.2.1).
While the City supports a number of recommendations within the Draft Strategy it
considers that in its current form the Draft Strategy is too focused on Melbourne and
does not consider the importance of delivering infrastructure in regional and rural areas
to help in attracting jobs and investment. The other concern is the possible cost burden
PAGE 39
of infrastructure for regional and rural councils. For example further detail is required
around road asset maintenance (12.2.1) and the apportionment of costs.
The City also considers there are some omissions with the Draft Strategy. This includes
there being no reference to Bendigo Metro Rail and the 20 minute peak and 40 minute
off peak services outlined within the Regional Network Development Plan. There is also
no mention of heritage (architectural or cultural) and the importance of it both in the fabric
of cities but also in attracting tourism particularly in rural and regional areas. Both of
these issues were raised in the Citys submission to the All Things Considered options
paper.
The final outcomes of this process are important. The final Strategy will be delivered to
the Victorian Parliament in December 2016. The Parliament will have 12-months to
respond to the final recommendations in this report and develop its own five-year plan.
The Council has the option of endorsing the submission or amending it.
Timelines:
The final Strategy will be delivered to the Victorian Parliament in December 2016.
Internal Consultation:
Internal consultation from staff with particular interests and responsibility related to future
planning.
Attachments
The City of Greater Bendigo submission to Victorias Draft 30-Year Infrastructure
Strategy.
PAGE 40
City of Greater Bendigo

Submission to Victorias Draft 30-Year
Infrastructure Strategy October 2016
Please note this submission is yet to be endorsed by Council.
1.
Introduction
The City of Greater Bendigo (CoGB) welcomes the release of Victorias Draft 30-Year Infrastructure
Strategy (the Draft Strategy) which once implemented should create greater certainty around
infrastructure planning in Victoria. The CoGB would welcome the opportunity to collaborate in the
delivery of this Strategy and in working towards the common goal of improving social, economic and
environmental outcomes for the state.
The CoGB has been very fortunate to benefit from investment in a number of major projects in recent
years. This includes the Calder duplication and rail upgrades, as well as the Bendigo Hospital, Art Gallery
and Ulumbarra Theatre. These major projects have contributed significantly to the CoGB economy. This
includes through direct and indirect employment and improving accessibility enabling more visitors into
the CoGB.
The CoGB appreciates the opportunity to provide input at multiple stages through the process, and this
submission builds on the previous submission to the All Things Considered options paper in June 2016.
However while the reasons for the short consultation period on the Draft Strategy are clearly articulated,
it was difficult to provide a thorough submission in the short time allowable. In addition, given the
consultation period was predominantly during the Councillor caretaker period it was also not possible to
get a report to Council to endorse this submission which will have to be done retrospectively.
There are a number of positive recommendations within the Draft Strategy including around affordable
housing, increasing densities in established areas and the better utilisation of government assets. The
CoGB supports a transparent decision making process for investment in new infrastructure, as identified
in a number of recommendations within the Draft Strategy.
While overall the recommendations within the Draft Strategy can be viewed as positive, the CoGB does
have some concerns with the Draft Strategy in its current form. This includes the strong focus on
infrastructure provision in Melbourne compared to rural and regional areas. It is noted that 70 per cent
of the recommendations are identified as statewide but many of these recommendations have much
greater relevance to Melbourne than regional and rural areas. While the size of Melbourne requires
greater infrastructure investment, a stronger focus should be given to the provision of infrastructure in
regional and rural areas to help build jobs and investment.
A further concern is the potential cost burden to local government and in particular regional and rural
councils in providing new and upgrading infrastructure in an era of rate capping. Regional and rural
Councils generally cover larger geographic areas combined with greater requirements for service delivery
and infrastructure investment, over and above what is required of metropolitan Councils. All this is
combined with lower house prices, and therefore lower rate revenue. While there is a mechanism to
apply for an exemption to increase rates above CPI, this is going to be much more difficult in practice for
Councils to achieve due to resident and media pressure.
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The CoGB agrees that some of the cost burden for delivering new infrastructure should be borne in part
by developers especially when there is a large windfall associated with rezoning of land. However, it is
currently costly and difficult to prepare Developer Contribution Plans for Greenfield Areas and even more
difficult for established areas, for sometimes minimal return. While outside the scope of the Draft
Strategy, the CoGB would welcome progress on the Standard Development Contributions proposed by
the Department of Environment, Land, Water and Planning (DELWP) to make the process less onerous
and costly for local government.
The Draft Strategy has been reviewed in its entirety in the context of the impacts on the CoGB. This
submission provides a response to the questions outlined and those recommendations of greatest
relevance to the CoGB. The submission outlines where the CoGB supports recommendations, where
further information is required or where the recommendation is not supported based on adopted policies
and strategies.
2.
Context
The CoGB is strategically located only 90 minutes north-west of Melbourne and is Victorias third largest
regional city (and second largest regional municipality). As well as the urban area of Bendigo, around 15
per cent of the population resides in rural areas including small townships including Axedale, Elmore,
Heathcote , and Marong.
The population of the CoGB is growing annually by 1.6 per cent or around 1,500 residents each year. This
increase is being driven predominantly by net-migration from other rural and regional areas in Victoria,
which accounts for over half of all net migration into the CoGB, followed by 29 per cent from overseas
and only 12 and 6 per cent respectively from Melbourne and interstate (census 2011).
On the whole, the CoGB has a thriving and diverse economy ranging from health, finance and retail trade
through to innovative manufacturing. Therefore the CoGB is well placed to take a greater amount of the
population pressure off Melbourne.
However in spite of the strong economy overall the CoGB does experience a number of challenges.
Despite having both La Trobe and Monash Universities located in the CoGB, the proportion of residents
with post-school qualifications is 10 per cent lower than for Greater Melbourne (2011 census). There are
also pockets of entrenched disadvantage and growing inequality. Addressing these inequities should be
considered in infrastructure investment and are important not only for the health and wellbeing of the
population but also the ongoing economy and prosperity of the CoGB.
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3.
Plan Bendigo
The CoGB has received a grant from the Minister for Planning via the Victorian Planning Authority for the
preparation of Plan Bendigo. The purpose of Plan Bendigo will be to consider key infrastructure priorities
holistically across the CoGB to develop a plan which will meet the needs to a growing population to
200,000. It will help in directing infrastructure investment to where it will be of most benefit to residents
and visitors into the CoGB and region.
In developing Plan Bendigo, the CoGB will work with the Victorian Planning Authority (VPA) and regional
office of DELWP in close collaboration with government agencies and key stakeholders.
Many of the recommendations within the Draft Strategy will be used to inform the development of Plan
Bendigo.
Being a large regional city, with a record of delivery, the CoGB is well placed to work collaboratively with
the various stakeholders to deliver on this project. This project will help deliver greater certainty thereby
helping to attract investment into the city and region.
The CoGB would welcome the opportunity to be used as a pilot case for the rollout of some of the
initiatives identified, which would have a strong synergy with Plan Bendigo.
4.
Overall comments
While overall the recommendations are comprehensive there are some omissions of relevance to the
CoGB. This includes around Bendigo Metro Rail and Heritage. Both these points were also mentioned in
the response to the All things considered options paper in June.
4.1
Bendigo Metro Rail

The CoGB supports the contribution of the Victorian Government to the Bendigo Metro Rail project
and the Regional Network Development Plan and the funding already provided to deliver this
initiative. However there is little information contained within the Infrastructure Victoria report in
this regard. While the aim is to deliver 20 minute peak services and 40 minute off peak services on
commuter lines this has not been included within the report. This includes the need to upgrade
tracks to allow for higher speeds of up to 160km and implementing the recommendations from the
Bendigo Metro Rail report.
Commensurate with need, expected development and population growth, the CoGB would like to see
a rolling program of new stations or upgrades with a priority for stations at Huntly, Lansell Square,
Maiden Gully and Marong, with the potential reopening of the Golden Square, Goornong and
Raywood Stations.
4.2
Heritage
Given the importance of both architectural and cultural heritage to the CoGB it considers there
should be some consideration around the protection and retention of heritage places within the
Strategy.
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4.3
Limited emphasis on rural communities

There is reference to the need for infrastructure in rural areas for example, Need 2 (address
infrastructure challenges in areas with low or negative population growth) and this is welcomed.
However, not all rural areas have low or negative population growth, further loss of population does
not necessarily equate withy declining productivity, increasing export earnings and rising regional
product. The recommendations will not go far enough to address the inherent long term issues and
opportunities in many of these rural areas.
While we are seeing a consistent population increase in the urban area of Bendigo, this is, to some
extent, at the expense of smaller rural townships in the wider region that Bendigo serves. In some
areas, population is stagnating or in some instances declining. Some townships are struggling to retain
younger people who leave to seek employment and education opportunities in Bendigo and other
larger regional and metropolitan centres. As such many of these townships have an ageing
population.
In the process of developing its Rural Communities Strategy, the CoGB identified that people in rural
communities often feel marginalised and overlooked. Overall living in rural communities can be
isolating with limited access to public transport, mobile phone coverage and high-speed broadband.
In many of these rural townships farming, agriculture and commodity production are still important.
For some areas tourism offers new job opportunities. For this and a variety of other reasons retaining
and growing these communities into the future is important. The provision of infrastructure is one
way to do this.
Bendigo is the centre of a major and rapidly growing intensive animal industry sector employing
thousands of people in growing, transport and processing. Road infrastructure is critical for this
industry.
5.
Response to identified questions
The following section provides a response to the specific questions outlined in the paper. Specifically:
1. Will the recommendations in the draft 30-year infrastructure strategy help achieve the objectives
and meet the needs?
2. Is the timing of recommendations in the draft strategy appropriate?
3. Overall, do the recommendations in the draft strategy work well together (for example, is the
balance between new build and making better use of existing infrastructure, right)?
5.1
Will the recommendations in the draft 30-year strategy help achieve the objectives and meet the
needs?
Agree.
The response to this question has been grouped based under the relevant needs, identifying where to
CoGB is supportive of the recommendation, where a recommendation is supported in part, where further
information is required or where the CoGB does not support a recommendation.
However the CoGB does consider there should be greater reference to the importance of infrastructure in
rural townships, particularly given the importance of agriculture and farming to the state.
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Need 1 Address infrastructure demands in areas with high population growth

The CoGB is growing by around 900 dwellings each year. Up to 40 per cent of this growth in recent years
has been as infill development. The CoGB is committed to 10 minute neighbourhoods which is reflected
in its Municipal Strategic Statement. It is policy as outlined in Councils adopted Residential Strategy
that 85 per cent of residential growth occurs within the CoGBs Urban Growth Boundary, with the further
15 per cent occurring in small towns. It discourages growth outside of the Urban Growth Boundary.
To better enable growth within the Urban Growth Boundary, the CoGB supports:
Development in established areas (1.1.1) the CoGB strongly supports the provision of high
quality, well designed medium density residential development. Currently the vast majority of
housing being constructed in the CoGB is detached housing of three or more bedrooms. With an
ageing population and declining household size, there is going to be increasing demand for
smaller dwellings. To better facilitate this development occurring the CoGB would support being
involved in the preparation of planning controls which could lead to a greater amount of housing
diversity.
Public space utilisation (1.4.1) there is a large amount of underutilised land in the CoGB. Much
of this land is in accessible, well serviced locations. Support in better utilising this land whether
through housing development or alternative uses would be strongly encouraged.
Public libraries (1.4.5) support to improve public libraries is encouraged. For example, the
upgrade and expansion of the Bendigo Library in 2014 has created an inviting, flexible and
inclusive space and helped to reactivate civic space. In terms of integrating libraries on to school
sites there can be complexities around managing who is on school grounds, which would need to
be considered.
Government service/infrastructure planning (1.5.1) whole of government integrated
infrastructure, service and investment prioritisation is strongly supported. As the CoGB is
preparing Plan Bendigo it will be a useful pilot case for this recommendation.
Further information:
Community space refurb/rationalisation (1.4.4) overall a targeted fund to support local
government to refurbish (or rationalise) facilities would be welcomed. However rural areas
should also be considered and further details on how the prioritisation would work is required.
Schools as community facilities (1.4.6) in principle this recommendation is supported as it
could be a significant opportunity to make the more effective use of underutilised assets. This
would include the use of sports facilities and meetings rooms for community outside of school
hours. However further discussions as to what facilities are appropriate within schools for
example the provision of long day care when this is generally provided by local government or
private providers. Also as with libraries, there may be complexities around managing who is on
school grounds.
Need 2 Address infrastructure challenges in areas with low or negative population growth
While the urban area of Bendigo has been growing consistently in recent years and this is expected to
continue the same cannot be said for a number of the nearby rural areas, which are experiencing limited
growth. With young people having limited opportunities in these areas, they are leaving leading to an
even greater ageing population. For example in Heathcote currently one in five residents age aged over
70, by 2036 this is expected to be one in four.
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Rural communities are an essential contributor to both the community and the economy of the CoGB and
need to be supported. In the process of developing its Rural Communities Strategy, the CoGB identified
that people in rural communities often feel marginalised and overlooked.
The Rural Communities of the CoGB have lower education and income levels as well as no access to highspeed internet.
Therefore the focus on improving connections and educational outcomes is welcomed but the CoGB
thinks this could go further to try to attract and retain young people and families in these communities
Often relatively small infrastructure investments can make a considerable difference to the liveability and
attraction of a small township.
Specifically the CoGB supports:
Regional highways (2.1.1) the transparent identification of upgrades to regional highways is
supported which will provide greater certainty as to when roads will be upgraded and when.
Regional coaches (2.1.2) improving connections with towns and rail stations including
Heathcote would help in reducing social isolation and would enable residents who dont have a
private vehicle or are unable to drive, ease of access to Bendigo.
Regional local road maintenance (2.1.4) there is significant cost associated with maintaining
and upgrading local roads and any additional funds to do this would be welcomed. However this
should not be at the expense of the provision of active and public transport infrastructure, which
is a priority for Council.
Education delivery through technology (2.2.2) any support in improving educational outcomes
particularly in disadvantaged areas is supported.
Need 4 Enable physical activity and participation

CoGB has an adopted Connecting Greater Bendigo: Integrated Transport and Land Use Strategy (ITLUS).
One of the key objectives of this strategy is to enable more individuals to choose active and public
transport as their preferred mode of transport. With a growing population, investments into alternative
transport modes will help to minimise congestion, improve health outcomes of residents should be
prioritised over building or upgrading roads.
The CoGB supports:
Active lifestyle facilities (4.2.2) - with both a high proportion of residents who are overweight
and obese combined with not meeting physical activity guidelines, the CoGB would welcome
improvements to facilities which would promote physical activity.
Major cultural/sporting infrastructure (4.3.1) the transparent decision-making framework for
identifying this infrastructure is supported.
Cycling corridors/walking improvements (4.1.3) - there are significant opportunities to
encourage residents to walk and cycle to work in a regional city like Bendigo. Currently very few
residents currently use bikes for commuting or travel to school or university. With this in mind
the installation of grade-separated bicycle paths should be considered along key transport routes
as a priority.
The CoGB supports in part:

Cycling/walking in established areas (4.2.1) - plans to retrofit walking and cycling facilities would
support the 10 minute neighbourhood concept established through Councils adopted
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Residential Strategy and ITLUS and subsequently implemented through the Planning Scheme.
Therefore this initiative should be expanded to regional cities.
Need 6 Improve accessibility for people with mobility challenges
Councils adopted Community Access and Inclusion Plan 2015-2018 identifies that 5.5 per cent of the
CoGBs population have a severe core-activity limitation. It also estimates that a further 14.5 per cent
have some form of disability, that impacts on how they move around the city. With an ageing population
across the CoGB this is going to become a greater issue into the future.
The Community Access and Inclusion Plan 2015-2018 takes an all- inclusive universal design approach to
reduce access and inclusion barriers not only for people with a disability but to benefit all community
members. Therefore, the CoGB welcomes improvements to infrastructure that will enable equal access
of all residents in moving around the city.
The CoGB supports:
Universal Design (6.1.1) designing new and upgraded infrastructure with a view to ensuring
access for people of all abilities which is important in promoting an inclusive community.
Public transport accessibility (6.1.3) enabling all individuals to be able to move around the city
without a private vehicle including on Public Transport is supported. The CoGB notes that an
audit has been undertaken by Public Transport Victoria recently on accessibility of all its stations
but there have been no further details released as to how this will be implemented.
Need 7 Provide better access to housing for the most vulnerable Victorians
It is clear there is a growing housing affordability problem in the state. The CoGB strongly supports
mechanisms which would lead to an increase in affordable housing to reduce some of the growing
inequality in the community.
While the scale of the housing affordability problem is more significant in Melbourne, housing
affordability is still an issue in the CoGB. Across the board 28 per cent of households are experiencing
housing stress (compared with 25.8% for Victoria). This is substantially higher in certain cohorts with
close to half (46.4%) of single parent families with young children are under housing stress.
The CoGB is committed to developing an Affordable Housing Policy to try to address this significant issue.
In the CoGB rental affordability has trended downwards in recent years. In March 2006, 71.9 per cent of
dwellings could be considered affordable. In March 2016, this figure was down to 60.9 per cent.
For those who are unable to afford the private rental market there is a long wait to access public housing,
with over 900 applicants on the public housing wait list and 200 on the transfer list.
There is a mismatch in current public housing stock. While 44 per cent of housing stock is three bedroom,
51 per cent of housing stock is occupied by single person households. Most of the public housing stock is
old with 98 per cent having been built more than 20 years ago.
Homelessness is an ongoing issue with census data indicating that there are over 300 homeless
individuals in the CoGB. This is likely to be an under reported figure.
Specific groups in the CoGB are more at risk than others. For example in regional and rural areas women
are more likely to experience family violence putting increased pressure on crisis accommodation.1 Crime
statistics to June 2016 show a statewide increase of 10 per cent on the previous year.
1
Institute of Family Studies, Children Family Community Australia <aifs.gov.au>

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The CoGB therefore supports:

Affordable housing planning mechanisms (7.3.2) - inclusionary zoning has a significant potential
to increase the amount of affordable housing in well serviced areas. The introduction of this at a
state level would be much more effective than trying to push for its inclusion at a local level.
Affordable housing plan (7.4.1) a statewide plan with a consistent approach would be
welcomed. This could then be used either instead of or to complement plans prepared by local
government.
Crisis and transitional accommodation (7.4.2) with high levels of family violence having greater
amounts of this housing available is supported.
Affordable rental housing provision (7.4.3) mechanisms to improve affordable private rental
housing is welcomed. The CoGB would welcome the opportunity to work with state government
on any mechanisms planning or otherwise to increase the availability of affordable housing in the
municipality.
Public housing refurb/rationalisation (7.2.1) the CoGB would like to work with the state
government around any rationalisation of stock to ensure that this stock does not get transferred
to another area.
Affordable housing fact-track approvals (7.3.1) in general this would be supported but further
information is required around the statutory implementation of this.
Need 8 Address increasing demand on the justice system
Bendigo Courts have been listed in 8.1.3 (Courts in high growth areas) to deliver new or refurbished
courts. The CoGB is working with Court Services Victoria to investigate their long term needs and
expansion options. Given the lack of security and meeting space in the current court facilities this should
be encouraged as a priority.
Retaining the law courts within or near the current location would be encouraged both from an
accessibility perspective, as well as the economic importance of the number of legal and associated
businesses which currently operate from the city centre.
Need 9 Provide access to high-quality education infrastructure to support lifelong learning
The CoGB would like to improve educational attainment levels in the city and to increase the proportion
of students who complete year 12.
The Citys experience to date has been a limited involvement of the Education department in its structure
planning processes. Given the forecast population increases expected across the municipality, it would
be strongly recommended for the education department to consider planning for new schools and
upgrades which will be needed to meet this population now.
The CoGB supports:
School investment pipeline (9.3.1) publishing the investment priorities for new and upgraded
government schools would be welcomed, as this will make the priorities for the delivery of new
government schools clearer.
Tertiary education/VET in schools (9.4.1) mechanisms which would enable residents in rural
and regional areas access to vocational training would be welcomed.
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Need 12 Improve access to jobs and services for people in regional and rural areas
Strategies and investment targeted at improving the access of individuals in regional and rural areas to
employment is strongly supported. The ability of cities and towns to continue to attract skilled
individuals will be important to their ongoing prosperity.
The CoGB has over 37,000 jobs and a gross regional product (GRP) of over $5.6 billion in 2014. The urban
area of Bendigo not only brings in workers but also attracts individuals from nearby areas to access
services and retail opportunities. While this can be seen as a positive for the urban area of Bendigo, this
should not detract from the business and economic opportunities in rural areas which will be important
to their ongoing survival.
Therefore improving connections and opportunities within these rural areas would be welcomed.
The CoGB supports:
ICT infrastructure (12.1.3) there is currently limited access to fast internet in rural areas and
improvements to enable better connectivity would be supported.
Regional rail upgrades (12.2.3) upgrading of the signalling systems to the north of Bendigo is
supported.
Regional city local buses (12.2.7) in many areas of Bendigo and its surrounding rural areas it is
very difficult to get around without access to a private vehicle. This can lead to greater isolation
for residents who dont have access to or are unable to drive. More buses if well utilised will also
help to reduce environmental impacts and make travel more efficient in regional areas.
Road asset management (12.2.1) further detail about how these roads are identified as surplus
to requirements and how costs would be apportioned if the responsibility for certain roads
becomes a local government responsibility.
Need 13 Improve the efficiency of freight supply chains

The CoGB is currently undertaking a Bendigo Freight Study. The aim of this study is to gain a better
understanding of freight issues, help make the freight network more robust and responsive to innovation
and change and help local business to be more productive. It is also hoped the study will provide
guidance on how to improve the sustainability of the freight sector now and into the future and make the
city safer, cleaner, and more efficient.
There may be unnecessary freight trips, under-utilised truck loading space and critical times for delivery
and pickup. Initial research also suggests that the volume of freight associated with the movement of
waste is significantly underestimated.
This is an innovative study which seeks the involvement of freight users and operators within the City.
The CoGB is also working with VicRoads to prepare the Bendigo Integrated Transport Model (BITM) which
will have a direct bearing on road infrastructure.
Therefore the CoGB supports:
Transport modelling (13.1.1) - to help inform transport planning and enable scenario testing
Freight precincts (13.3.1) for example there is the potential to include a freight terminal within
the future Marong Business Park (part 1 of Amendment C161 which implements the Marong
Business Park has been adopted by Council).
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Need 14 Manage threats to water security, particularly in regional and rural areas
Water management is likely to become an even greater issue in the CoGB in the future due to the impacts
of climate change meaning a drier climate. This will be combined with population increases. Initiatives
which will ensure water security for the city are essential.
The CoGB supports:
Recycled water (non-potable uses, 14.2.1) maximising existing water supplies is strongly
supported.
Stormwater harvesting (14.2.2) investment in stormwater harvesting at greenfield sites is
welcomed.
Water governance and water trading (14.1.1) this is important to the CoGB, as it is responsible
for managing stormwater but the governance around the value of the commodity has not been
defined. It is not clear if this relates to CoGBs stormwater or not. For example under the Murray
Darling cap if the CoGB wants to use or trade this stormwater it needs to purchase an
entitlement.
Major water supply augmentation (14.3.1) unclear why this would only be funded by users as
this doesnt appear to consider recreational water.
Some additional comments to the things we considered on page 166.
Recycled water needs to go to the highest value users ie. not housing estates. The CoGB agrees with its
use for agriculture and micro or intensive industry.
Security of recycled water supply needs to be addressed. Water authorities cannot expect industry to
convert to recycled water if the water authorities do not commit to a consistent supply.
Need 15 Manage pressures on landfill and waste resource recovery facilities
The CoGB has an adopted Waste and Resource Management Strategy 2014-2019. Using data from
2011-12 as a baseline and a business-as-usual assumption (not taking into account that waste generation
is increasing), the total annual waste generation in the City could be approximately 150,000 tonnes by
2030.
The CoGB considers that the landfills of today must not leave an unacceptable environmental legacy for
future generations. Therefore, it wants to divert more waste from landfill and has established a target of
reducing the average residual waste disposal from 642kg/hh/year to 320 kg/hh/year by 2019. The
Greater Bendigo Environment Strategy 2016-2021 has an even more ambitious target of zero
recoverable waste to landfill by 2036.
The CoGB has no control over the purchasing habits of the community, nor does it want to. However it
can be proactive in the delivery of programs that encourage the community to avoid creating waste, such
as Food Smart workshops and promoting actions to the retail sector to minimise the waste from
packaging.
Therefore the CoGB is most supportive measures that will lead to behaviour change over the imposition
of additional costs (particularly in the short term) to the community and businesses.
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The CoGB supports:

Organic waste (15.1.2) - the CoGB has already started rolling out an organics waste service to
40,000 households in the city. In the trial service over a 12 month period over 700 tonnes of
organic waste was collected from 2,800 households.
Further information is required:
Landfill buffers (15.2.1) - further discussions are needed on appropriate planning controls and
the introduction of these controls. There are historically a number of dwellings which have been
constructed within what would be considered a 500 metre buffer distance for the Eaglehawk Eco
Centre. The application of additional controls would also have an impact on the workload of the
statutory planning staff in assessing applications, and the EPA as the referral authority.
Waste pricing (15.1.3) - while the CoGB is committed to waste reduction it considers this would
be best tackled in the first instance through education and behaviour change programs. In the
future waste pricing may be a useful mechanism to try to change behaviour however further
detail around this is needed.
Some additional comments to the things we considered on page 173.
While minimising domestic waste through community engagement is important there is also a need to
engage with industry and the commercial sector.
Need 16 Help preserve natural environments and minimise biodiversity loss
The CoGB is currently preparing a Public Open Space Plan which will set out a holistic, integrated, creative
and ambitious conceptual vision for the Citys public space plan within a long term outlook of at least 50
years.
Public land collectively makes up almost 98 per cent of all public space in the CoGB and comprises around
70,000 hectares in land. This is equivalent to almost a quarter of the municipality (23%).
The CoGB has a number of areas of public space with high to very high biodiversity values and therefore a
focus on retaining biodiversity values is encouraged.
Green infrastructure (16.3.1) the CoGB would welcome involvement in the production of a
green infrastructure plan. However this will only be relevant if it also looks at need for more
diversity of parks and streetscapes.
The CoGB does not support:
Parks pricing/funding/expenditure (16.1.1) the CoGB is known as the city in the forest and
national parks are a very important tourist attraction in the city. This will potentially pick winners
and losers because of value to people but this excludes the intrinsic value of ecosystems and
species.
Parks partnerships (16.2.1) Parks Victoria can do this now and it is unclear why is there a need
to regulate this. Too narrow a focus to be included in this Strategy.
The CoGB has some concerns with What is Green infrastructure on page 179.
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Green infrastructure should be considered in its own right. It is not just a tack on to other infrastructure
programs. Yes it needs to be considered along with other infrastructure but it is also a very important set
of assets.
Need 18 Transition to lower carbon energy supply and use
The Greater Bendigo Environment Strategy 2016-2021 sets an ambitious 20 year goal of zero net carbon
in Greater Bendigo.
Already across the CoGB over 25 megawatts of solar PV systems have been installed on over 7,000
homes, meaning that 16 per cent of homes in the CoGB have a solar PV system.
Despite this currently Bendigo spends at least $80 million powering homes and almost all of the money
leaves Bendigo.
The CoGB supports:
Energy efficiency of existing public buildings (18.1.2) especially in situations where this will
make improvements to residents experiencing disadvantage through improvements to public
housing.
Further information is required:
Energy efficiency of new buildings (18.1.3) there are a number of how a greenhouse target
approach and how this would work.
5.2
The timing of recommendations in the draft strategy is appropriate?
Agree.
Rising house prices will mean that affordable housing is an even bigger issue into the future. Given that
the development of a comprehensive housing plan is required to confirm the number of affordable
housing dwellings needed then this should be a priority.
Other recommendations of relevance to the CoGB which should be considered in the shorter term
include Courts in high growth areas (8.1.3), Planning policy support for habitat corridors (16.3.2) and
Environmental water delivery (16.3.3).
5.3
Overall, the recommendations in the draft strategy work well together (for example, is the
balance between new build and making better use of existing infrastructure right)?
Agree.
A number of recommendations encourage the better use of existing infrastructure which would be
encouraged.
However despite the rationale for the size of Melbourne compared to regional cities and that many of the
initiatives indicate they are state based, many of the initiatives are Melbourne centric.
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3.3
WOODVALE COMMUNITY PLAN 2016-2020
Author
Lyn Talbot, Corporate and Community Planner
Responsible
Director
Bernie OSullivan, Strategy and Growth
Purpose
To advise Council of the revision of the Woodvale Community Plan and to report on the
recent launch of the Community Plan and the Woodvale Historical Trail, with interpretive
signage and booklet, We Remember Woodvale.
Summary
The City of Greater Bendigo has supported the small towns and rural communities of the
municipality to develop and implement their local community plans since development of
the Greater Bendigo +25 Community Plan in 2005.
There are currently 12 active small town and rural community plans in place and a further
5 community plans for urban neighbourhoods (suburbs). The plans are generally
reviewed each 3 or 4 years.
Communities are expected to take the lead in reviewing and updating their community
plans. They are supported in this process with the provision of assistance for community
engagement and community consultation, advertising, graphic design and printing.
Similarly communities are expected to take the lead in implementing their community
plans and they are supported to do this through access to competitive grants, capacity
building and other assistance specific to the localities.
In the past, each new or revised community plan has been endorsed by Council to be
used as a primary document of advice regarding identified community priorities and with
regards to potential funding opportunities.
Regular review of a community plan provides an important opportunity to bring
community members together to reflect on what has been achieved, what is yet to be
done, whether the current plan still reflects their priorities and to make new commitments
to work together on implementing their plan.
The first Woodvale Community Plan was completed and launched in July 2008. Since
that time the plans have been reviewed periodically. The 2016-2020 Woodvale
Community Plan is the latest revision. Similar goals have been set to reflect the longterm priorities of the community members. A range of new actions have been set as a
means of achieving the goals.
PAGE 53
RECOMMENDATION
Greater Bendigo City Council resolve to:
1.
Acknowledge the review, finalisation and launch of the Woodvale Community Plan
2016-2020; and
2.
Endorse the principle that City of Greater Bendigo involvement in Woodvale and
district be guided by the relevant priorities set out in this plan.
3.
Recommend that the Woodvale Community Plan be provided to the Rural

Communities Committee and the rural communities team, which are to be formed
as per the agreed recommendations of the City of Greater Bendigo Rural
Communities Strategy, 2016.
~~~~~~~~~~~~~~~~~~~~~~~~~
Policy Context
Review and renewal of the Small Town Community Plans relates to Strategy 3.7 from the
Council Plan 2013-2017 (Updated 2016) which states: Structured community
engagement, community planning and community development programs support our
residents and communities, particularly those who may experience isolation. This
strategy is met through provision of City of Greater Bendigo support for Small Town and
Neighbourhood communities to prepare, implement, evaluate and review their local
Community Plans.
Fostering the sustainability of rural communities is encompassed within the vision of
working together to be Australias most liveable regional city, and is expressly stated in
the aspiration for liveability in relation to: A fairer and more inclusive City. A
welcoming multi-cultural community where the benefits and opportunities from growth
are better shared across all of urban Bendigo and its rural communities.
Community planning provides an important form of engagement and local participation in
the various communities and also a focus for potential collaboration between the
communities. The plans enable a strong connection between the City of Greater Bendigo
and those communities.
Communities undertake a revision of their community plan when they have completed
the majority of actions in their previous plan, or when the priority direction or actions are
no longer relevant to the community. Plan revision also provides a range of community
engagement activities that bring opportunities to revitalise interest in the community
planning process and to get new community members involved.
Development of the Woodvale Historical Trail and documentation of historical information
in the booklet We Remember Woodvale and on the large interpretive sign, was an action
in the previous Woodvale Community Plan (2012) which has been carried over into the
PAGE 54
new plan. The project has taken a working group of members of the Woodvale Progress
Association four years to complete and was supported by financial assistance from the
City of Greater Bendigo community grants and the State Government of Victoria with a
grant allocated by the Public Record Office.
Report
The new Woodvale Community Plan has four goals, each with a number of direct
actions:1.
Community connection and welcome
2.
Celebrating the natural environment
3.
Ensuring timely closure and rehabilitation of the evaporation ponds
4.
Development and maintenance of community facilities, infrastructure and services.
The Historical Trail sign is displayed at the Woodvale Recreation Reserve, showing over
50 sites or former sites of interest. The booklet provides pictures and historical
commentary of a number of sites that are still visible.
Copies of the plan have been made available to interested community members and all
community plans are available from the City of Greater Bendigo website.
The plan and the historical trail, map and booklet were launched at a community event at
the Woodvale Recreation Reserve on Saturday October 29, 2016. The event was very
well attended. It was followed by a bus tour of a number of the historical sites and
afternoon tea in the Woodvale Public Hall.
External Consultation:
The process to develop a new Woodvale Community Plan was commenced with a
meeting of the Woodvale Progress Association to review the previous community plan,
discuss the relevance of goals, what actions had been completed, what were still
relevant and to identify possible additional future actions.
A first draft of the plan was prepared and used as the basis for community consultation.
An updated version was prepared which incorporated the suggested changes and
additional changes and this was signed-off by the Woodvale Progress Association. A
new brief format was chosen in an effort to make the document more appealing and
accessible.
In parallel to this plan development a series of meetings has been held bringing together
representatives of the four communities in this northern area, Woodvale, Sebastian,
Neilborough and Raywood. The meetings have included discussion about ways that the
four communities can work more closely together and share relevant information for
social and commercial purposes. The Woodvale Community Plan incorporates this
across-community collaboration as a desirable action to be achieved.
PAGE 55
Staff members from relevant departments have been made aware of the goals and
actions in the plan to ensure they are congruent with Council strategic directions.
The City of Greater Bendigo has continued support for the development of new
community plans in the small towns and neighbourhoods, and the review of these plans
when appropriate. During the process of development and review the communities are
provided with a range of in-kind assistance, such as document development, printing and
mailing. These costs are covered in the annual Community Planning budget in the
Strategy Unit.
Resources for the implementation phase of the Community Plans are supported by staff
from the Community Partnerships team who assist with grants, funding applications and
support and a range of other community development activities and celebrations.
Attachments
Woodvale Community Plan 2016-2020
PAGE 56
PAGE 57
PAGE 58
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3.4
MUNICIPAL PUBLIC HEALTH AND WELLBEING PLAN 2013 - 2017

ANNUAL REVIEW 2015 - 2016
Author
Lindy Wilson, Social Planner
Responsible
Bernie OSullivan, Director Strategy and Growth
Purpose
To inform Council of the annual progress in 20152016 on the objectives and actions of
the Greater Bendigo Municipal Public Health and Wellbeing Plan 2013-2017 (MPHWP).
Summary
Conducting an annual review of the MPHWP is a statutory requirement for Councils
under the Public Health and Wellbeing Act 2008. Section 26 (4) of the Act states that: "A
Council must review its municipal public health and wellbeing plan annually and if
appropriate amend the plan".
RECOMMENDATION
That the Greater Bendigo City Council endorse the report on the annual review (2015 2016) of the MPHWP in accordance with legislative requirements.
~~~~~~~~~~~~~~~~~~~~~~~~~
Policy Context
The Local Government Act 1989 states the primary objective of Local Government is to
endeavour to achieve the best outcome for the local community, having regard to the
long term and cumulative effects of decisions. To this end local councils need to have
regard to the social, economic and environmental viability and sustainability of the local
area and the overall quality of life and wellbeing of the people in the local community.
Conducting an annual review of the Municipal Public Health and Wellbeing Plan is a
statutory requirement of councils under the Public Health and Wellbeing Act 2008.
Section 26 (4) of the Act states that: A Council must review its municipal public health
and wellbeing plan annually and if appropriate amend the plan.
Section 24 of the Public Health and Wellbeing Act 2008 mandates that local government
must 'seek to protect, improve and promote public health and wellbeing within the
municipal district', by fulfilling a range of functions:
1. Creating supportive environments for health and strengthening the capacity of the
community and individuals to achieve better health;
PAGE 61
2. Initiating, supporting and managing public health planning processes at the local
level;
3. Developing and implementing local policies for health;
4. Developing and enforcing up-to-date public health standards;
5. Facilitating and supporting local agencies with an interest in local public health;
6. Coordinating and providing immunisation services; and
7. Maintaining the municipal district in a clean and sanitary condition.
The City of Greater Bendigo adopted the 20132017 Municipal Public Health and
Wellbeing Plan on the 23 October 2013.
As required in the Act an annual review has been undertaken at each year of the Plan
and reported to the community via the Council formal meetings.
Local Government provides for a diverse range of health and wellbeing needs of the
community through all its service areas; many of which are statutory responsibilities.
These responsibilities can be classified into the following areas:
Health protection - regulation of tobacco, alcohol and gaming, immunisation,

food/road/bushfire safety and pollution/waste.
Social health strategies - addressing the preventative health needs of population

groups considered to be at risk, problem gambling; council representation on peak
community groups; Primary Care Partnership collaboration; community transport
strategy; regional housing policy; positive ageing. Working in partnership with local
health organisations and established local health planning networks on development
in these areas.
Public Health emergency management - prevention, mitigation, risk reduction,

response and recovery, and influenza and other pandemic planning.
Health improvement/development - health promotion projects, physical activity

promotion, healthy nutrition, alcohol, tobacco and other drug programs; Sun Smart
and falls prevention. Promoting healthy lifestyles, opportunities for social connection
and community decision-making, participation in the arts and recreation.
Community building initiatives - creating the capacity of individuals and the

community to promote health and wellbeing (become more cohesive and resilient).
Social inclusion programs, volunteering, health agency support and supply of public
health information.
Previous Council Decision Dates:
September 2012 Council endorsed a program of community engagement for the
development of the new MPHWP.
March 2013 Council considered the progress in achieving the actions in the Health and
Wellbeing Plan 2009-2013.
September 2013 Council resolved to endorse the draft MPHWP 2013-2017 and The
Wellbeing Charter for the purpose of inviting community comment.
October 2013 Council adopted the MPHWP 2013-2017 and signed the Wellbeing
Charter.
PAGE 62
12 November 2014 Council endorsed the report on the first year annual review of the
MPHWP
4 November 2015 Council endorsed the report on the second year annual review of
the MPHWP.
Report
The legislation does not prescribe what a review comprises, however Section 26 (5)
states: "a Council is not required to provide for the involvement of people in the local
community when reviewing or amending a municipal health and wellbeing plan under
subsection (4)".
The MPHWP is a four year plan and this is the third review to ensure that the Plan is
being progressively implemented and the actions remain the best way for Council to
invest in health and wellbeing. The review ensures that the actions identified under the
Plan can and are being implemented satisfactorily.
The annual review provides the opportunity for Council to; identify and follow up actions
that have not started or that need refinement; to reduce or conclude actions that might no
longer be necessary; and to commence new activities in response to newly identified
needs. This will ensure that the Plans actions are delivered and relevant over its four
year life.
The review will also serve other purposes such as: reporting and celebrating
achievement; informing other relevant plans and policies; strengthening networks and
partnerships; and influencing resource allocation.
Most of the actions identified in the Plan have been actioned by either being completed,
embedded in ongoing work, or underway. There are a small number of actions that have
not started as yet due to the timing of this report and there is still one year to action this
Plan. The chart below summarises the progress made to date across the actions in the
four year plan.
At the time of the development of the Plan there was a significant amount of strategic
work started or about to commence which had clear links to Health and Wellbeing, such
as ITLUS. Over the life of the Plan there has been increased evidence and data on
health and wellbeing providing a strong framework and focus for local government. The
City of Greater Bendigo has undertaken its various statutory responsibilities, addressed
preventative health needs of the population, and undertaken public health emergency
management actions, as well as health promotion projects and community building
initiatives. The City has taken the lead, collaborated and partnered in local actions to
influence the social detriments to health in areas such as regulation, transport, roads,
PAGE 63
parks, waste, land use, housing, urban planning, recreation, arts and culture and public
spaces.
The Plan has continued to deliver on its objectives identified at the time of the
development of the four year Plan in 2013, to improve, protect and promote the health
and wellbeing of the Greater Bendigo community by:
Supporting actions and programs that encourage healthy eating and increased
physical activity;
Ensuring people feel connected to their community;
Developing and implementing policies that promote health and safety;
Enforcement of public health, building and planning legislation;
Promoting supportive, social, economic and cultural environments that enable the
community to help themselves, their families and friends to maintain good mental
health and wellbeing;
Ensuring the environment for physical activities are safe, inclusive and accessible;
Encouraging development of family friendly sporting clubs;
Ensuring that health and wellbeing services and programs that support all people to
live in our communities;
Supporting a strong, creative and inclusive community where arts and culture
enhances individual and community wellbeing and health;
Assisting to provide economic development, education and a skilled workforce that
support community resilience;
Promoting the use of creativity and arts for health and wellbeing;
Building the capacity of our community to reduce the impact of climate change;
Enabling people to take part in decisions that affect them; and
Building a highly productive and healthy organisation.
The adoption by Council of the Interplan reporting method has also assisted Council in
recording, tracking and monitoring progress against the Plan. As reported earlier many
actions have been completed or well underway. It is not recommended to amend the
plan in any way.
Importantly with the four year cycle coming to an end at 30 June 2017 and with a new
Council it is now timely to commence the development of the new four year MPHWP
required under legislation. This must be adopted by October 2017, while continuing to
complete the final year of the current Plan. Considerable background and preparatory
work is being undertaken for the development of a new Plan.
Local government is mandated under the Public Health and Wellbeing Act 2008 to
prepare a MPHWP which is aligned to the Councils reporting cycle and to monitor and
review the implementation of the Plan every year.
Timelines:
The Plan was adopted by Council in October 2013 and, as legislation requires, the Plan
is monitored and reviewed every year of its implementation. It is now timely to consider
its review.
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Risk Analysis:
Local government plays an important role in the health and wellbeing of the community.
Legislation requires Council to have a MPHWP and to monitor and review its
implementation annually. By not completing the annual review Council would be in
breach of its statutory obligations under the Public Health and Wellbeing Act.
Extensive community consultation was undertaken for the development of the Plan.
Throughout the implementation phase, certain actions continue to require community
consultation. The level and extent of consultation varies according to each action.
In actioning the annual review of the MPHWP, the City will continue to play an important
role. Some actions will and have required resource allocation through the annual budget
process.
Budget Allocation in the Current Financial Year:
Budget allocations have been required for some actions as part of the ongoing work of
various staff and units.
Attachments
Actions status from the 2013-2017 Plan
PAGE 65
Actions Status of the Municipal Public Health and Wellbeing Plan 20132017- 2015-2016 Review
THEME 1: Planning for Growth
Strategic Objectives and Actions
Reported in:
2016
2014
Our City undertakes successful lobbying and maintains its

excellent reputation.
Develop and adopt a Wellbeing Charter for Greater Bendigo.
Physical Activity opportunities are promoted and enhanced
to contribute to a fit and healthy lifestyle reputation and
profile for Greater Bendigo and the Region.
Significant projects that will transform the City over time are
completed as planned.
Eaglehawk Open Space Precinct Master Plan Central
Activity Area Implementation.
Eaglehawk Open Space Precinct Master Plan Regional Play
Space Implementation
Bendigo Botanic Gardens Master Plan Garden for the
Future Precinct Implementation
Gateway Park Master Plan Implementation.
Lake Weeroona Master Plan Implementation.
Wolstencroft Street Park Land Master Plan.
Review the Open Space Strategy so that we plan for an open
space network that meets the needs of the growing
community.
Rosalind Park Masterplan.
Our quality of life is maintained as our City's population and
economy grows.
Undertake a 2nd Bendigo Wellbeing Survey.
Finalise and implement the Residential Development
Strategy review.
Prepare a Housing Diversity Strategy.
Finalise and implement the Maiden Gully Precinct Structure
Plan.
Our communities have the space and facilities they need for
future growth.
Advocate and promote regional planning that manages
population growth and settlement, improves infrastructure,
protects and enhances the natural environment and
strengthens communities.
THEME 2: Liveability
PAGE 66
2015
Completed
In Progress
In Progress
In Progress
In Progress
In Progress
In Progress
In Progress
In Progress
Completed
Completed
Completed
In Progress
Completed
Ongoing
2014
People feel connected to their community

Empowering community to seek and find grant
opportunities.
Volunteer development understand trends in volunteering
and engage people in opportunities.
Our communities have active and vibrant places in which to
meet.
Develop and implement planning policy(s) and guideline(s)
using principles promoting health and safety including Urban
Design for Safe and Healthy Environments (ie. Creating
Places for People and Heart Foundation Healthy By Design.
Open space and recreation facilities are well designed,
extensively used and well maintained.
Ensure all new and refurbished sport and recreations
facilities meet universal design principles and sport-specific
standards.
Ensure paths meet accessibility standards for people with
mobility and vision impairments.
Provide accessible information to raise awareness of
opportunities for physical activity, in particular, to capture
the attention of those who currently undertake minimal
physical activity.
Encourage the development of family friendly sporting clubs
by reviewing Councils occupancy agreements for recreation
reserves and facilities to include clear guidelines for smoking,
responsible service and supply of alcohol and gaming, by:
Conduct audit of Council owned facilities to ensure

that they comply with the Local Law which ban
cigarette
vending
machines
in
Council
owned/operated buildings;
Investigate and seek Council endorsement to reduced
fees for premises/clubs that introduce a no alcohol
and tobacco policy.
Enforce public health and planning legislation regarding the
supply and consumption of alcohol and tobacco by:
Reducing exposure to second-hand smoke and smoking
behaviours;
Enforcing legislation about cigarette sales to minors,
point of sale advertising and smoke free venues.
Participating in the Department of Healths Cigarette

Sales to Minors Programs.
Mental health in rural areas- support community awareness
and education about mental health and wellbeing and
support services.
Working in partnership to support broader mental health
and wellbeing determinants.
Advocate for resources for mental health and wellbeing
prevention and education.
Continue planning for the Kangaroo Flat Aquatic Centre.
PAGE 67
2015
2016
Completed
Ongoing
In Progress
Ongoing
In Progress
Completed
Not Started
Not Started
Completed
Completed
Completed
Ongoing
Ongoing
Ongoing
Completed
2014
2015
2016
Review the Aquatic Strategy.

Complete the Queen Elizabeth Oval upgrade by designing
and constructing shade shelters.
Complete the Epsom / Huntly Recreation Reserve
development.
Design and commence construction of the aquatic play park
at Long Gully.
Implement the Play Space Strategy.
Continue to implement the Healthy Together Bendigo
program.
Update the Active and Healthy Communities Framework to
determine future community priorities.
More people are confident to walk and cycle more often.
Communicate the location of and access options to local
natural environments.
Provide accessible information about local sport and active
recreation opportunities.
Plan for the Bendigo Creek Linear Trail extension (White Hills
to Huntly).
OKeefe Rail Trail construction (Axedale to Heathcote)
Emu Creek bike path construction (St Francis of the Fields PS
to Sullivans Rd)
Review of Walking and Cycling Strategy priorities
Continue to progress cycling and paths and links via the
Capex/renewal footpath construction program
Our community's health and wellbeing improves over time.
Develop an Evaluation Strategy for the Greater Bendigo
Public Health and Wellbeing Plan.
Hold a twice a year meeting of the community health
providers who prepare Health Promotion plan.
Review the GBPH&WP annually and report to the
community.
Review and implement a range of strategies and action plans
that aim to improve the health and wellbeing outcomes of
residents, with particular focus on engaging vulnerable and
disadvantaged groups.
Completed
Evaluate the need for a Social Justice Charter based

on the Human Rights Framework.
Review, develop, and implement a Disability Access
Plan (Community Access and Inclusion Plan) in line
with legislative requirements.
Completed
Ongoing
Completed
Completed
Completed
Completed
Completed
Not Started
Ongoing
Ongoing
Completed
Completed
Completed
Completed
Completed
Completed
In Progress
Completed
Physical Activity - Provide community-based sport and

recreation programs, projects and services to encourage and
promote better health and wellbeing outcomes for the
community by:
Updating Facilitating Healthy and Active Lifestyles

Framework;
Use local health indicator data and the results of the
PAGE 68
In Progress
Completed
2014
2015
2016
Healthy Living Survey, for future planning.

Active meals project Continue to deliver the project which
aims to identify clients currently receiving meals on wheels
who would benefit from assistance to shop, plan and
prepare meals.
Implement the Violence Prevention Plan
Work in partnership with the Bendigo Safe Community
Forum to develop and implement a new Community Safety
Plan.
Services and programs support all people to live in our
community.
Implement the Early Years Plan for the Council.
Continue to review the Early Child Services.
Prepare a Municipal Early Years Plan for the City of Greater
Bendigo.
Research the highest priority for children in CoGB.
Continue to have high immunisation rates at key ages and
stages (DEECD requirements).
Implement the Youth Strategy.
Support and participate in a governance model for the 1st
quarter (birth to 25).
Implement the review of the Aged Services Review.
Implement and review the Positive Ageing Strategy.
Assessing community needs and business plan for a new
Community House in Marong (will be used as a model for
future Community House planning).
Travel training for Elmore HACC clients (Clients will be
supported whilst learning to use public transport from
Elmore to Bendigo. [Currently the community bus is used
fortnightly to go to Elmore to transports clients to Bendigo
for shopping]).
Smoke detector battery replacement for HACC clients.
CoGB undertakes assessments for Personal Alert Victoria.
Greater Bendigo is known for its vibrant and diverse arts and
culture scene.
Prepare a Reconciliation Action Plan.
Prepare and implement a Cultural Diversity Strategy that
embeds diversity into all council functions and activities.
Research the need and role of a Community Diversity Plan
for CoGB.
Continue to deliver quality performing arts programing and
activities such as the Engine Room that building community
capacity and social connection.
Create and promote opportunities for participation in
diverse arts and cultural programs and activities.
Work with vulnerable members of the community to use arts
for health and wellbeing.
Physical Activity provide opportunities through
performances for participants to be physical active.
PAGE 69
Completed
Completed
Completed
Completed
Completed
Completed
Completed
Ongoing
In Progress
Completed
Completed
Completed
Completed
Completed
Completed
Completed
In Progress
Completed
Ongoing
Ongoing
Ongoing
Completed
2014
2015
2016
Completed
Prepare and implement an Arts and Cultural Strategy

incorporating a Festive Strategy.
THEME 3: Productivity
2014
2015
Our long-term planning enables the movement of people and

freight that is efficient and healthy for individuals and the
environment.
Finalise and implement the Integrated Transport and Land
Use Strategy.
A diverse, strong, and growing economy supports community
resilience.
Finalise and implement the Economic Development
Strategy.
Support community initiatives which increase access to
healthy food and develop knowledge and skills around
healthy eating:
2016
Completed
Completed
Undertake a community wide project to improve

healthy eating;
Use current evidence to undertake a number of
small actions relating to food supply, access, and
affordability; and
Consider the development of a Food Coalition and
Food Information Portal.
In Progress
Completed
Completed
Our City is known for creativity, innovation, and vitality

Promote and develop the use of creativity and arts for
health and wellbeing for all people in Greater Bendigo.
Employers can attract an appropriately skilled workforce and
education leads to employment.
Continue to facilitate and enable volunteering
opportunities for individuals and organisations.
Maintain and enhance access to a diverse collection of
books and multimedia resources at the Bendigo Library,
including multilingual resources.
Support access to learning opportunities and online
learning, access to internet at libraries, community centres
and neighbourhood houses.
Ongoing
Completed
Completed
Completed
THEME 4: Sustainability
Strategic Objectives and Actions:
2014
Existing infrastructure and assets are well maintained and

appropriately upgraded to sustain them for future
generations.
PAGE 70
2015
2016
2014
2015
2016
Ongoing
Scope and design new public buildings that include access,

security (day and night) and are maintain to an appropriate
standard.
Understand and consider trends/changes that will impact
of public health and wellbeing.
Asset management plan (service level will identify changing
need/requirements).
Community group agreements that maintain buildings in an
appropriate way, ensuring that damage is reported and
building is utilised.
Compliance with leases and licenses.
Regulate and education on building codes, changing
legislation and identify trends and consider appropriate
responses and approaches.
Reduce all waste to landfill
Implement the Waste Resource Management Plan.
Continue to build the capacity of our community to reduce
the impact of changing weather on communities and
individuals.
Educate and raise awareness of extreme weather event
impact or legislative changes that improve people health
and wellbeing.
Distribute emergency planning bags to vulnerable HACC
clients.
Continue to identify vulnerable clients and update the
vulnerable clients register.
Maintain client register of CoGB HACC vulnerable clients
and undertake monitoring & wellbeing checks during
extreme weather periods. Families are engaged in
supporting their own members where possible.
Work with the Community to reduce risk to life and
property through fire prevention activities.
Continue to deliver "Creating a Climate Resilient Southern
Loddon Mallee" Project.
Educate residents and businesses on increased issues of
food safety and infectious disease prevention and control,
due to climate change.
Support community initiatives which increase access to
healthy food and develop knowledge and skills around
healthy eating by:
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Completed
Completed
Completed
Completed
Completed
Completed
In Progress
Participate in community education sessions on

healthy eating and food security.
Completed
THEME 5: Good Governance & Decision Making

2014
We engage effectively and often with our communities,

through excellent customer service and by providing
PAGE 71
2015
2016
information to enable people to take part in decisions about

the changes
Review Community Engagement Framework, guidelines
and Toolkit.
Use population data and community attitudes gained
through community engagement to underpin the evidence
base for decision making by Council.
Continue to review engagement and consultation
opportunities in rural communities.
Engage with the Positive Ageing, Farming, Heritage and
Youth Advisory Groups for Council Strategic Planning.
Organisational workforce & business system development is
undertaken to support staff to be highly productive.
Implement Get Up and Go staff health and wellbeing
program.
Implement Take A Stand domestic violence prevention
program and policy.
Staff health checks-encourage Community Care staff to
undertake health checks.
Develop and promote policies to increase health and
wellbeing of staff and reduce job stress:
Completed
Completed
Completed
Completed
In Progress
Completed
Completed
Support employee health and safety reps (HSRs)

within CoGB to effectively contribute to improved
safety outcomes;
Support EEO Contact Officers to foster a work
environment that is safe and supportive, and free
of discrimination, harassment, and bullying, and
where all individuals treat each other with respect;
Recognise staff through Random Acts of Recognition
(RAR) program, Poppet Head Staff Awards and
Years of Service Ceremonies; and
Review the corporate approach to injury
management and return to work.
Completed
Ensure council buildings have good office design and coordinated protocols for staff access to council building at all
times they require it, with security linked to needs and
requirements.
Undertake an awareness / education training for
Community Care staff to increase our understanding of
diversity issues including-Aboriginal and Torres Straight
Islanders, CALD, GLBTI, Dementia, Care leavers and
financially or socially disadvantaged.
Stroke awareness training - Stroke Victoria training has
commenced awareness sessions for Community Care staff
with additional sessions scheduled late 2013. The aim of
this is to increase awareness of contributing factors to
reduce risk and also identify signs of stroke.
Completed
PAGE 72
In progress
Completed
Completed
Completed
Completed
3.5
COUNCIL PLAN 2016-2017: FIRST QUARTER REPORT, OCTOBER

2016
Author
Lyn Talbot Corporate and Community Planner
Responsible
Director
Bernie OSullivan, Strategy and Growth
Summary/Purpose
The purpose of this report is to provide a first quarter report on the 2016-2017 year of the
City of Greater Bendigo 2013-2017 Council Plan.
RECOMMENDATION
That Council acknowledges progress against the actions set out in the 2016-2017 City of
Greater Bendigo Council Plan.
~~~~~~~~~~~~~~~~~~~~~~~~~
Policy Context
The Council Plan 2013-2017 was adopted by Council on 19 June 2013.
While the basic structure of the 2013-2017 Council Plan has remained the same, a
number of refinements were made to strengthen the internal logic in the document,
including re-wording the Strategic Objectives, updating some terminology and reordering the themes. During the review processes Council also adopted a new Vision
statement: Greater Bendigo- working together to be Australias most liveable regional
city. In order to specify what aspects make a place liveable, and to enable Greater
Bendigo to track its progress towards achieving the vision a number of indicators were
selected. These relate to all dimensions of life and are collated from data sources that
are valid and publicly available; the updated report on the indicators was provided to
Council and staff in early 2016.
The Council Plan identifies the key issues that have provided strategic direction to
Council over the period 2013-2017 to address the communitys needs and aspirations
and the relevant organisational activities. In this final phase of the Council Plan cycle
many major initiatives have been completed or are nearing completion. The measurable
commitments set out in the actions in the Council Plan are based on the 2016-2017 year
and generally relate to those activities which are above and beyond daily service
provision. A high proportion of these yearly actions have commenced.
PAGE 73
The Council Plan is based around five broad themes, each with a number of Strategic
Objectives and Strategies. Each Strategy has Actions that are relevant for the current
year.
The five themes are:
1.
2.
3.
4.
5.

Planning for Growth
Productivity
Sustainability
In accordance with Section 125 of the Local Government Act 1989 regular reporting
about service delivery and performance is an obligation to Council and community
members.
Conclusion
This first quarter report for the 2016-2017 financial year provides details of many new
projects and activities that are in the planning phase or have recently commenced. A
number of other initiatives outlined in the Council Plan for this year are yet to be
commenced.
Attachments
1. Interplan report for the period 1 July 2016 to 30 September 2016
PAGE 74

Council Plan Progress Report
Period: July - September 2016

Quarterly Report
PAGE 75
COUNCIL PLAN PROGRESS REPORT
(16/17)

Theme:
Strategic
Objective:
1 Leadership and Good Governance

1.1 1. Council demonstrates leadership in its decisions to meet future needs and challenges.
2, Long-term planning and prudent financial management ensure financial sustainability.
3. Lobbying and advocacy about agreed priorities place Greater Bendigo at the forefront of policy and funding considerations.
4. Community members are supported to take an active part in democratic engagement.
5. Continuous improvement methods are used to ensure excellence in service delivery.
6. Long-term planning and staff capacity building help to develop a resilient organisation.
ACTIONS
Strategy:
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
CHIEF EXECUTIVE
OFFICER
30/06/2017
1.1.1 Good governance principles are used to guide strategic decision-making.
1.1.1.247 CP 1.1.1: Provide high-level strategic advice to

Council to enable it to meet its legislative responsibilities.
In Progress
25%
Development of an induction manual has

commenced. The manual has a number of
objectives, one being to understand key Council
information, legislation and procedures. This
document is a work in progress and will be
developed and refined in time for the induction
of the new Council in November.
On 21 July, a workshop was held to obtain the
views of Councillors on the Local Government
Act Review Directions Paper. The outcomes of
the workshop were developed into a submission
and formally adopted at the Council meeting of
10 August and submitted to Local Government
Victoria on 15 August 2016
1.1.1.248 CP 1.1.2: Meet Local Government legislative

requirements and support Councillors in their role using
Good Governance principles.
In Progress
25%
All requirements have been met in the wind up

of the 2012 to 2016 Council term and the
preparation for the 2016 to 2020 Council term.
MANAGER EXECUTIVE
SERVICES
30/06/2017
1.1.1.249 CP 1.1.3: Complete planning for the 2016

Council elections and the induction and training of
Councillors following the election.
In Progress
25%
Council role in planning for the 2016 Election is

complete. Arrangements are in place for
induction and training of Councillors following
the election.
MANAGER EXECUTIVE
SERVICES
30/06/2017
December 05, 2016
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Theme:
Strategic
Objective:

ACTIONS
Strategy:
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
1.1.2 Maintain strong and positive relationships with the Federal and State Government and relevant departments and agencies and advocate to
ensure that the required infrastructure, key projects, policies and services are in place as our community grows.
1.1.2.26 CP 1.2.1: Take a lead role in the Regional

Partnership Forum and Regional Cities Victoria to benefit
the region and the City, including regional action on water
security.
In Progress
25%
Members of the Loddon Campaspe Regional

CHIEF EXECUTIVE
OFFICER
Partnership have been announced, with Nigel
McGuckian having been appointed Chair.
Membership includes CEO's from municipalities
within Loddon Campaspe region and 9 members
of the public with business background. A
Statewide Induction for Regional Partnerships
was held on 4 and 5 August at which members
received a briefing from Victorian Government
ministers and officials on how Partnerships will
work and the year ahead.
30/06/2017
Cr Rod Fyffe continues to be Chair of Regional

Cities Victoria during his term as Mayor and the
Executive Management Group consisting of Cr
Fyffe, Craig Niemann, Cr Annie Speedie and
Patience Harrington, Mayor and CEO of
Albury/Wodonga, hold teleconferences each
fortnight to prepare for the monthly Regional
Cities Victoria meetings. During this quarter, the
Mayor and CEO met with Minister Jaala Pulford
to discuss RCV budget and partnerships. The
RCV Annual Forum was held in August at which
the RCV
December 05, 2016
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Theme:
Strategic
Objective:

ACTIONS
Strategy:
RISK
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
Strategic Plan 2016/17 was adopted. Letters
have been sent to Ministers providing detail of
the key objectives in the Plan.
1.1.2.27 CP 1.2.2: Meet regularly with relevant Members

of Parliament and advocate for funding for required
infrastructure, key projects and services that bring
improved outcomes for our growing and liveable
municipality.
In Progress
25%
Mid July, the Regional Futures Summit was held CHIEF EXECUTIVE
OFFICER
in Bendigo. Minister Jaala Pulford welcomed
participants and provided the opening address.
Hon Richard Wynne also addressed the
Summit. Attendees were provided with the
opportunity of participating in a bus tour of
Bendigo major projects. This was an excellent
opportunity of showcasing our key projects.
30/06/2017
During the quarter, a meeting was held with

Minister Hutchins to acknowledge the changes
made to the Local Government Act and
suggestions of further changes as well as our
Reconciliation Plan and the effect of Rate
Capping on our municipality. Meetings were
also held with Minister Allan and Maree Edwards
to discuss the effect of the State Government's
introduction of the Bushfire Management
Overlay (BMO) on residents and lack of
engagement with Local Government. MAV met
with State Government
December 05, 2016
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Theme:
Strategic
Objective:

ACTIONS
Strategy:
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
representatives to discuss the concerns of
Victorian Councils. State Government has now
agreed to stage the introduction of BMO with
Stage One being verification of the mapping and
Stage Two being a notification process which
will occur in November. City of Greater Bendigo
has received a grant to have the mapping
checked but there is still a question about the
resourcing and process of Stage Two.
ACTIONS
Strategy:
STATUS
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
1.1.3 Contribute to policy and strategy development being led by government and other agencies.
1.1.3.20 CP 1.3.1: Review the impact of rate capping on

the Citys long term financial sustainability and community
aspirations for services and facilities and use this to
inform future advocacy activities to the State Government
for the best outcome for our community.
In Progress
25%
An updated Long Term Financial Plan has been DIRECTOR

developed to incorporate the 30 June 2016 year CORPORATE
end position, and the assumptions underpinning PERFORMANCE
preparation of the 2017/2018 budget. This will
be used to brief the new Councillors on
Council's overall financial position, and to
support Councillors to consider whether to apply
for a rate cap variation for 2017/2018.
30/06/2017
Advocacy activities to the Essential Services

Commission and state government are
December 05, 2016
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Theme:
Strategic
Objective:

ACTIONS
Strategy:
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
MANAGER EXECUTIVE
SERVICES
30/06/2017
RESP. OFFICER
COMP DATE
1.1.3 Contribute to policy and strategy development being led by government and other agencies.
continuing, most recently through participation in
the Fair Go Rates System technical working
group.
1.1.3.21 CP 1.3.2: Respond to any discussion papers,

draft Bills and proposed changes to the Local
Government Act 1989 within required deadlines.
ACTIONS
Strategy:
STATUS
In Progress
25%
STATUS
% COMP
Opportunities to respond are taken often,

including in partnership with regional councils.
Responded to the Local Government Act
Review Directions Paper and Inquiry into the
Sustainability of Victoria's Rural and Regional
Councils in this quarter.
PROGRESS COMMENTS
1.1.4 Continue to improve Council's communications and engagement practices to support open and inclusive decision making and reach diverse
audiences.
1.1.4.25 CP 1.4.1: Implement the Community

Engagement Framework to guide engagement
opportunities, timetables and feedback throughout
strategy and policy development and service reviews.
In Progress
25%
The updated Community Engagement plan and

template was adopted earlier in 2015/16.
Training sessions with staff have been held.
Overall implementation will be transferred to
new Community Engagement Officer in
Communications.
MANAGER STRATEGY
30/06/2017
1.1.4.26 CP 1.4.2: Provide seamless and consistent

information to the community about Councils policies
and processes.
In Progress
25%
This is a core requirement of the

Communications Unit and is delivered through
the use of various tools - media releases, social
media, advertising (radio, television, print,
digital) e-newsletter, GB Magazine and video.
PRINCIPAL
COMMUNICATIONS
ADVISER
30/06/2017
December 05, 2016
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Theme:
Strategic
Objective:

ACTIONS
Strategy:
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
1.1.4 Continue to improve Council's communications and engagement practices to support open and inclusive decision making and reach diverse
audiences.
The Communications Unit uses both traditional
(print, radio and television) and digital methods
(social media, e-newsletter, online publications)
to ensure that it is able to reach residents of all
ages.
The Communications Unit is also undergoing
Community Engagement training, so it can
better engage with residents and create more
opportunities for them to be informed and have
their say.
1.1.4.27 CP 1.4.3: Use more innovative approaches and

new technologies to inform and engage the community.
ACTIONS
Strategy:
In Progress
50%
STATUS
% COMP
The City uses an e-newsletter, YouTube and

social media to inform the community. This
complements traditional methods of information
delivery, such as media releases and
advertising.
PROGRESS COMMENTS
PRINCIPAL
COMMUNICATIONS
ADVISER
30/06/2017
RESP. OFFICER
COMP DATE
1.1.5 Greater Bendigo residents receive responsive, accessible and inclusive customer services.
1.1.5.88 CP 1.5.1: Implement actions set out in the

Information Technology Digital Strategy to meet increased
and changing service requirements.
In Progress
10%
The completed Information Communications

Technology Strategy was endorsed by EMT on
September 19, 2016. The ICT Steering
Committee has met, reviewed and endorsed an
IT solution regarding Social Media monitoring
tools. Budget submissions for 2017/18 are
presently being developed.
December 05, 2016
MANAGER
INFORMATION
MANAGEMENT
30/06/2017
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Theme:
Strategic
Objective:

ACTIONS
Strategy:
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
1.1.5 Greater Bendigo residents receive responsive, accessible and inclusive customer services.
1.1.5.89 CP 1.5.2: Continue to implement the Customer

Service Charter and improve satisfaction with customer
service and responsiveness.
ACTIONS
Strategy:
STATUS
During the quarter the Unit has exceeded

MANAGER CUSTOMER
commitments within the Charter in its day to day SUPPORT
operations, including exceeding many of its Unit
specific set service standards.
The Unit has also actively promoted the
principles of the Charter across the organisation
by contributing to relevant organisational
training; by comprehensive reporting on Charter
activities and performance; and by regularly
visiting staff meetings to promote the Charter
and to support staff throughout the organisation
to understand customer service expectations.
In Progress
25%
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
30/06/2017
COMP DATE
1.1.6 Programs, projects and services are guided by best practice principles and delivered to respond to community needs.
1.1.6.107 CP 1.6.1: Develop a Project Management

Office Centre of Excellence (methods, processes, tools,
templates etc.) in line with Project Management Office
best practice principles.
Not Started
0%
This task will be included as part of the Project

Management service review which will begin in
January 2017
MANAGER,
CONTRACTS &
PROJECT
COORDINATION
30/06/2017
1.1.6.108 CP 1.6.2: Undertake a program of service

reviews to ensure services provided by the organisation
are efficient and matched to community priorities.
In Progress
25%
Twelve services have completed a Scope and

Project Plan. Nine services have progressed to
their service review. Three services have
completed their service review, with a
PRINCIPAL SERVICE
REVIEW AND
INNOVATION ADVISER
30/06/2017
December 05, 2016
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Theme:
Strategic
Objective:

ACTIONS
Strategy:
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
1.1.6 Programs, projects and services are guided by best practice principles and delivered to respond to community needs.
recommendation paper approved by EMT, and
are in their final stage of developing an
implementation plan and final report.
A review is currently underway of the overall
service review program to ensure it is meeting
its objectives, with a report expected to go to
EMT in November 2016.
1.1.6.109 CP 1.6.3 Implement continuous improvement

strategies in the Works area in accordance with best
practice guidelines.
In Progress
25%
MANAGER WORKS
A Continuous Improvement register has been
implemented by Presentation & Assets
Management team across the directorate.
This has identified areas for improvement within
the works area.
Focus has been review of current processes and
procedures, with a focus on incident reporting,
site inspections, maintenance of plant and
equipment and purchasing.
30/06/2017
1.1.6.110 CP 1.6.4 Deliver the budgeted works program,

both capital and maintenance and enhance planning for
the future with relevant skills development.
In Progress
25%
The apprenticeship scheme was put forward for

a 2016/17, budget bid for further 2 apprentices
to support career pathways.
Creation of template for positions within the
Works Unit to allow for knowledge sharing and
capture of information has been completed.
Resource planning will be incorporated as part
of the Service Review for Civil Construction and
Maintenance.
MANAGER WORKS
30/06/2017
December 05, 2016
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Theme:
Strategic
Objective:

ACTIONS
Strategy:
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
1.1.7 The organisation has the right people who succeed in delivering the best outcomes.
1.1.7.66 CP 1.7.1: Implement a Performance

Management Framework, Change Management Plan
and an information technology software system which is
capable of facilitating performance management for all
levels of the organisation.
In Progress
80%
The Performance Evaluation System (PES) has

been implemented and is being used for
2015/16 and 2016/17 performance and
development plans. Supporting documentation
and training has been provided and will be
ongoing.
MANAGER, PEOPLE
AND PERFORMANCE
30/06/2017
MANAGER, PEOPLE
AND PERFORMANCE
30/06/2017
The Organisational Culture Plan provides a

framework for an ongoing change management
strategy that recognises employee performance
and development, including performance
management.
1.1.7.67 CP 1.7.2: Implement the recommendations
arising from the Safety Culture Review to continue to
strengthen the organisations commitment to staff safety.
ACTIONS
Strategy:
Completed
100%
STATUS
% COMP
Results from the work done on Safety Culture

have been incorporated into the wider Culture
Plan
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
1.1.8 Sustain the long term financial viability of the Council.
1.1.8.1 CP 1.8.1: Further develop the 10-year Long Term

Financial Plan incorporating the ongoing changes to
Victorian Legislation and Council decisions with regards
rate-capping.
In Progress
45%
The Long Term Financial Plan has been

updated to include the actual results reported at
30 June 2016. The plan has also had the 2017
budget loaded into the model. Future increases
are being modelled in line with agreed
assumptions.
December 05, 2016
MANAGER FINANCE
30/06/2017
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Theme:
Strategic
Objective:

ACTIONS
STATUS
RESP. OFFICER
COMP DATE
CHIEF EXECUTIVE
In her Ministerial Statement on Local
OFFICER
Government in August 2015, Minister Hutchins
re-committed to improving the process of
considering impacts upon local government as a
part of the Government's Cabinet co-ordination
process. In July, Local Government Victoria
advised that as a result of Minister Hutchins'
commitment, State Government has
implemented a Local Government Impact
Statement to form part of all future Cabinet
submissions. All Government policy and
legislative proposals will take account of the
impacts on local government in all proposals
coming before Cabinet.
30/06/2017
% COMP
Strategy:
1.1.8.2 CP 1.8.2: Thoroughly evaluate the potential
In Progress
25%
long- term impacts of any shift of responsibility or
reduction in funding from the State Government, before
agreeing to continue to fund service delivery, fund new
services or take over responsibility for assets.
PROGRESS COMMENTS
City of Greater Bendigo provided a submission

to the Inquiry into the Sustainability and
Operational Challenges of Victoria's Rural and
Regional Councils being undertaken by the
Environment, Natural Resources and Regional
Development Committee. Our submission
provided details on areas of cost shifting and
impacts on our finances as well as identifying
potential areas for cost shifting in the future and
other cost
December 05, 2016
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Theme:
Strategic
Objective:

ACTIONS
Strategy:
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE

pressures that Local Government is facing. The
final report is proposed to be released in March
2017.
1.1.8.3 CP 1.8.3: Advocate to maintain the long-term

local government position that the management of
groundwater and levee banks are a State Government
responsibility.
ACTIONS
Strategy:
In Progress
25%
STATUS
% COMP
Council continues to provide advocacy in this

area.
PROGRESS COMMENTS
DIRECTOR
PRESENTATION &
ASSETS
RESP. OFFICER
30/06/2017
COMP DATE
1.1.9 Enhance the capability and capacity of the City to meet its obligations in the management of emergencies.
1.1.9.1 CP 1.9.1: Develop community engagement

strategies with a focus on emergency management and
the development of a stronger and more resilient
community.
In Progress
25%
A number of engagement initiatives have been

MANAGER
COMMUNITY
developed and implemented to develop a
PARTNERSHIPS
stronger and resilient community. Current
actions and priorities include:
Completing a review of the City's Emergency
Management service.
Undertaken an audit of Municipal Emergency
Management Plan (MEMP)
Supporting the continued development of the
Cluster Municipal Emergency Management Plan
(MEMP) to ensure consistency with legislative
and policy changes.
Continuing to engage with Emergency
Management Victoria (EMV) & Local
Government Victoria (LGV) regarding
December 05, 2016
30/06/2017
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Theme:
Strategic
Objective:

ACTIONS
Strategy:
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
changes to legislative and policy frameworks for
emergency management.
Supporting training and capacity building for
City staff in emergency management roles
including Municipal Recovery Managers
(MRMs) and Municipal Emergency Resource
Officers (MEROs).
Working with State Emergency Service (SES)
and other partner agencies to review and update
the Municipal Emergency flood plan.
In conjunction with the lead agency (VicSES)
and other partners conducting a Community
Emergency Risk Assessment (CERA).
Reviewing requirements for Municipality
Emergency Relief Centres and conduct an audit
of current relief centres. Develop
MoUs/agreements with occupants where
required. MOUs and audits to be conducted
annually.
Contributing to the review of the Municipal
Emergency Management Summer
Preparedness Guide (annual process).
Reviewing and update the Citys Code Red
policy.
Developing the Municipal Relief Plan (as part
December 05, 2016
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Theme:
Strategic
Objective:

ACTIONS
Strategy:
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
of cluster project).
Developing the Municipal Recovery Plan (as
part of cluster project).
Reviewing and update the Municipal Heatwave
plan.
Contributing to the review and update of the
Municipal Pandemic plan. [combine with
Influenza plan]
Supporting at least one community planning
group to undertake aspects of community
emergency planning, including risk assessment.
The current focus is Axedale.
Engaging with at least one local community to
pilot relevant community resilience resources
and tools for use in community emergency
planning.
Seeking funding to support further
development of community emergency planning
in small rural communities.
Continuing participation in the Loddon Mallee
Resilience Committee, supporting the
development of Regional Resilience Strategy.
Continuing to develop and explore resources
for the community, ensuring broader community
access to resources e.g. Easy English,
Culturally and Linguistically Diverse
December 05, 2016
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Theme:
Strategic
Objective:

ACTIONS
Strategy:
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
(CALD) communities.
Developed and launched Whats Your Plan
resource kit.
Delivered a Forum for the business sector in
partnership with other local emergency
management agencies e.g. SES, CFA and
NCCMA.
1.1.9.2 CP 1.9.2: Ensure the emergency management

arrangements for the City are aligned with Emergency
Management Victoria policies and procedures, and
implement the Cluster Municipal Emergency
Management Plan in partnership with surrounding
municipalities.
In Progress
75%
The City continues to enhance its capability and

capacity to meet obligations in management of
emergencies. Most recent action includes
internal training for staff, a reflections forum
planned for later in 2016 and the process of
undertaking a Service Review is being finalised.
MANAGER
COMMUNITY
PARTNERSHIPS
30/06/2017
A major audit of the City of Bendigo Municipal

Emergency Management Plan (MEMP) was
conducted by SES on behalf of State
Government on Monday 15 August 2016 in
partnership with Department of Health and
Human Services (DHHS) and Victoria Police.
The audits are undertaken every 3 years. The
report is very positive. Of the 24 areas of
emergency management assessed, 11 have
been assessed as 'best practice', 13 as
complying with the requirements and none were
found to fall short or need further evidence of
our work.
December 05, 2016
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Theme:
Strategic
Objective:
2 Planning for Growth

2.1 1. Greater Bendigo plans for the needs of our growing population through the preparation of long-term strategies and the
development of 'major new assets' and supporting infrastructure.
2. Greater Bendigo residents, businesses and communities are connected with accessible transport options.
3. Planning ensures residents have access to diverse, affordable and sustainable housing choices.
4. Effective telecommunication options connect businesses and community members.
ACTIONS
Strategy:
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
2.1.1 To maintain the unique character of Greater Bendigo, Council delivers major projects that accommodate the growing population and diversifies
the economy.
2.1.1.212 CP 2.1.1: Complete the Greater Bendigo

Indoor Aquatic and Wellbeing Centre in Kangaroo Flat.
In Progress
15%
Main construction is 15% complete. Pools have

been excavated and external piers / band
beams poured.
MAJOR PROJECTS
MANAGER
30/06/2017
2.1.1.213 CP 2.1.2: Continue development of the

Bendigo Botanic Gardens Garden for the Future
project, including completion of the Visitor Hub design.
In Progress
10%
The contract has been awarded for the Garden

for the Future. Business Development Plan for
the Visitor Hub is being prepared. The Budget
Bid for Visitor Hub design in the 2017/18 budget
is being prepared.
MANAGER
ENGINEERING &
PUBLIC SPACE
30/06/2017
2.1.1.214 CP 2.1.3: Complete the expansion and

upgrade of the Bendigo Airport Stage Two, and continue
planning and attraction of funding to progress Stage
Three, the Business Park.
In Progress
40%
Construction is continuing and Stage Three

MAJOR PROJECTS
expression of interest funding application lodged MANAGER
with RDV.
30/06/2017
2.1.1.215 CP 2.1.4: Soldiers Memorial Hall Revitalisation

project, Pall Mall: Advocate for State and Federal funding
support so construction can commence.
In Progress
25%
MANAGER BUILDING &

Required funding for the project has been
obtained through government grants, CoGB and PROPERTY
local contribution. Detailed design has been
completed and expect to commence works in
March 2017 with an anticipated 12 month
construction period.
30/06/2017
2.1.1.216 CP 2.1.5: Complete the design for the

Strathfieldsaye Community Hub.
Completed
100%
Design complete, seeking planning and other

permits.
30/06/2017
December 05, 2016
MANAGER ACTIVE
AND HEALTHY
COMMUNITIES
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Theme:
Strategic
Objective:

ACTIONS
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
Strategy:
the economy.
30%
2.1.1.217 CP 2.1.6: Complete the expansion of the
In Progress
30/06/2017
Main construction is 30% complete. Steel is
MAJOR PROJECTS
Bendigo Stadium.
being erected on site and slabs continuing to be MANAGER
poured.
2.1.1.218 CP 2.1.7: Progress reconstruction works at
the Bendigo Tennis Centre in partnership with the
Bendigo Tennis Association and continue advocacy for
additional external funding.
In Progress
5%
Works will commence November 2016. Funding

is being sought.
2.1.1.219 CP 2.1.8: Promote opportunities for and the

benefits of CBD living in Bendigo.
In Progress
10%
The process of advocacy is ongoing. A strategy MANAGER STRATEGY

for this activity is being scoped .
2.1.1.220 CP 2.1.9: Work with Marist College Bendigo to

deliver a range of facilities to be shared by the school and
local community.
In Progress
70%
Construction of the Sports Pavilion is underway.

Walls and roof completed. Fit-out underway.
2.1.1.221 CP 2.1.10: Continue implementation of the

Rosalind Park Master Plan by undertaking works for the
redevelopment of the former Municipal Baths.
In Progress
10%
City of Greater Bendigo departments or relevant MANAGER

agencies are participating in Rosalind Park
ENGINEERING &
Community Advisory Committee. A Budget Bid PUBLIC SPACE
for detailed design of former Municipal Baths in
2017/18 is being prepared.
2.1.1.222 CP 2.1.11: Progress implementation of the

Barrack Reserve Master Plan by completing
construction of the stadium, including undertaking
In Progress
20%
Demolition of obsolete structure is complete.

Groundwater is underway with construction to
commence before Christmas.
December 05, 2016
MANAGER ACTIVE
AND HEALTHY
COMMUNITIES
MANAGER ACTIVE
AND HEALTHY
COMMUNITIES
MANAGER ACTIVE
AND HEALTHY
COMMUNITIES
30/06/2017
30/06/2017
30/06/2017
30/06/2017
30/06/2017
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Strategic
Objective:

ACTIONS
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
Strategy:
the economy.
landscape planning for the swimming pool solar extension
project.
2.1.1.223 CP 2.1.12: Continue planning and attraction of
funding to progress the Marong Business Park in
conjunction with the State.
ACTIONS
Strategy:
In Progress
5%
STATUS
% COMP
Waiting on the Minister's response to the

request for funding.
PROGRESS COMMENTS
MAJOR PROJECTS
MANAGER
30/06/2017
RESP. OFFICER
COMP DATE
2.1.2 Council manages the planning and development of the City through the preparation of major Strategies and effective amendments to the
planning scheme.
2.1.2.40 CP 2.2.1: Complete and implement the following

major strategies through planning scheme amendments:
- Commercial Land and Activity Centre Strategy
- Maiden Gully Precinct Structure Plan, including a
Development Contributions Plan
- Intensive Animal Industries
- Housing Strategy
- Connecting Greater Bendigo: Integrated Transport and
Land Use Strategy
In Progress
50%
Commercial Land and Activity Centre Strategy is MANAGER STRATEGY

on exhibition .
Maiden Gully Precinct Structure Plan and
Development Contributions Plan - the final plan
is awaiting work by consultants.
Intensive Animals Industries is on hold awaiting
government response to the Advisory
Committee recommendation.
The ITLUS exhibition has been completed.
Housing Strategy planning scheme application is
preparation is underway.
30/06/2017
2.1.2.41 CP 2.2.2: Commence and significantly progress

the La Trobe University Precinct Plan and Structure Plans
for the Heathcote, Goornong,
In Progress
25%
University Precinct Plan project will start in

October.
Marong Precinct Project is 40% complete.
Heathcote project will commence in January
30/06/2017
December 05, 2016
MANAGER STRATEGY
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Theme:
Strategic
Objective:

ACTIONS
RISK
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
Strategy:
2.1.2 Council manages the planning and development of the City through the preparation of major Strategies and effective amendments to the
planning scheme.
Redesdale and Marong townships.
2017.
Goornong will start in the second quarter of
2017.
Redesdale will commence late 2017.
2.1.2.42 CP 2.2.3: Complete Urban Design Frameworks
for Maiden Gully and Strathfieldsaye main streets.
In Progress
40%
The Strathfieldsaye draft Urban Design

framework is on display and community
consultation will be undertaken.
MANAGER STRATEGY
30/06/2017
MANAGER STRATEGY
30/06/2017
The Maiden Gully process start in early 2017

2.1.2.43 CP 2.2.4: Complete the St John of God
Hospital Precinct Master Plan and the Eaglehawk
Railway Station Precinct Master Plan in collaboration
with relevant partners.
ACTIONS
Strategy:
RISK
In Progress
40%
STATUS
% COMP
Eaglehawk draft completed - awaiting formal

sign off from the Minister for Planning.
The St John of God process will be linked to
Plan Bendigo , and integrated project to attract
major funding for significant infrastructure
developments to accommodate projected
population increase.
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
2.1.3 Sustainable transport options are supported in the Connecting Greater Bendigo: Integrated Transport and Land Use Strategy (ITLUS).
2.1.3.31 CP 2.3.1: Complete further works to consolidate

regional cycle and pedestrian linkages, including design
and construction of improved shared networks to access
commercial, recreational and community services.
In Progress
10%
Design completed for section of Spring Gully

MANAGER
Creek Path. Investigation with VicTrack for path ENGINEERING &
PUBLIC SPACE
under McIvor Highway continuing. Cultural
Heritage Management Plan (CHMP) underway
for Strathfieldsaye to Junortoun Path to identify
areas of cultural significance that may impact
project delivery as required
December 05, 2016
30/06/2017
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Theme:
Strategic
Objective:

ACTIONS
Strategy:
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
under Section 27 (National Parks Act 1975)
agreement with Parks Victoria.
2.1.3.32 CP 2.3.2: Complete investigations into the

relative merits of completing the Bendigo Creek Linear
Cycle Path through the Bendigo city centre via
Hargreaves Street and/or Bendigo Creek and commence
implementation of the recommendations.
In Progress
5%
Brief being prepared.
MANAGER
ENGINEERING &
PUBLIC SPACE
30/06/2017
2.1.3.33 CP 2.3.3: Implement the joint VicRoads and

Council SmartRoads framework and principles for urban
Bendigo.
In Progress
20%
Several meetings held and draft document

prepared. Completion subject to VicRoads
support.
MANAGER
ENGINEERING &
PUBLIC SPACE
30/06/2017
2.1.3.34 CP 2.3.4: Increase footpath maintenance in

accordance with the Road Management Plan.
In Progress
25%
MANAGER WORKS
Review of RMP pending, reporting expected
timelines for delivery by Works Unit of defects in
conquest.
Regular meeting with inspectors to improve work
efficiencies.
Commenced service review for maintenance to
look at improving work methods, quality and
service delivery.
30/06/2017
2.1.3.35 CP 2.3.5: Complete transport hub and urban

renewal implementation plans for Bendigo, Eaglehawk,
Epsom and Kangaroo Flat railway stations and
surrounding precincts.
In Progress
50%
Bendigo and Eaglehawk completed
30/06/2017
December 05, 2016
MANAGER STRATEGY
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Theme:
Strategic
Objective:

ACTIONS
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
Strategy:
2.1.3.36 CP 2.3.6: Continue to implement Connecting
In Progress
25%
MANAGER STRATEGY 30/06/2017
Various strategies are underway led by the
Greater Bendigo: Integrated Transport and Land Use
appointed staff member, including actions from
Strategy ( ITLUS ) through a program of community
the Strategy relating to:
engagement, targeted infrastructure and recommended
-10 minute neighbourhoods; bikes on buses and
developments, with a particular focus on healthy active
Epsom Walks, promoting use of public transport
travel and travel behaviour change.
from Epsom.
2.1.3.37 CP 2.3.7: Work with VicRoads to ensure the

outcome for improvements to Napier Street, White Hills is
consistent with Connecting Greater Bendigo- the
Integrated Transport and Land Use Strategy (ITLUS).
In Progress
25%
Involvement in Community Consultation forums,

Community Consultation Group and direct
meetings with VicRoads. Submission provided
to VicRoads on community consultation and
draft plans.
2.1.3.38 CP 2.3.8: Complete the Greater Bendigo Freight

Study in collaboration with the State Government.
In Progress
25%
All preparation work now completed in readiness MANAGER ECONOMIC

DEVELOPMENT
to commence this initiative by mid-October,
2016. No State Government funding provided
for this project however staff of State Agencies
are providing input into project.
STATUS
% COMP
ACTIONS
Strategy:
PROGRESS COMMENTS
MANAGER
ENGINEERING &
PUBLIC SPACE
30/06/2017
30/06/2017
RESP. OFFICER
COMP DATE
MANAGER ECONOMIC
DEVELOPMENT
30/06/2017
2.1.4 Increase access to IT communications options for residents and visitors.
2.1.4.9 CP 2.4.1: Prepare a Greater Bendigo Digital

Strategy to take advantage of NBN.
Not Started
0%
NBN construction just commencing in Bendigo

(mid-2016). There is a need to review how best
to capitalise given the lengthy delay in the start
of the NBN build. The construction period also
needs to be
December 05, 2016
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Theme:
Strategic
Objective:

ACTIONS
Strategy:
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
RESP. OFFICER
COMP DATE
2.1.4 Increase access to IT communications options for residents and visitors.

considered to provide best opportunities to
exploit the value of this new infrastructure.
ACTIONS
Strategy:
STATUS
STATUS
% COMP
PROGRESS COMMENTS
2.1.5 Housing options provide broader choice in order to meet current and future community expectations and needs.
2.1.5.14 CP 2.5.1: Complete a Housing Strategy that

implements the Greater Residential Development
Strategy and provides a framework to meet the needs of
housing for all with respect to diversity and accessibility.
In Progress
75%
Council has adopted the Strategy. Some

finalisation work is being completed.
December 05, 2016
MANAGER STRATEGY
30/06/2017
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Theme:
Strategic
Objective:
3 Presentation and Vibrancy

3.1 1. High quality public space infrastructure, programs and services are planned and delivered that support Council's vision for
Greater Bendigo to be Australia's most liveable regional city.
2. Diverse sporting, recreational and artistic experiences are offered for residents and visitors.
3. Activities, groups and networks enable people to be connected and feel welcome.
4. Greater Bendigo is a child friendly city where people report improved health and wellbeing and they can feel safe.
5. Greater Bendigo is a drawcard for visitors.
ACTIONS
Strategy:
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
3.1.1 Greater Bendigo has attractive and accessible parks, public places and streetscapes that are widely used and enable people to be healthy and
active.
3.1.1.163 CP 3.1.1: Complete the Greater Bendigo

Public Space Plan in partnership with the Community
Wellbeing and Presentations and Assets Directorates and
commence implementation.
In Progress
50%
A detailed research, analysis and consultation

stage was completed in August 2016,
culminating in the public display of a
comprehensive strategic context and issues
report, as well as a summary document.
Input to this stage included a comprehensive
audit of the citys existing public spaces and
over 1,300 community-generated public space
ratings and ideas via an online interactive map.
MANAGER STRATEGY
30/06/2017
MANAGER ACTIVE
AND HEALTHY
COMMUNITIES
30/06/2017
The second and current stage of the project,

involving the development of a 50-year
conceptual public space vision, is nearing
completion.
The development of the vision has been
informed by the stage one findings, as well as a
2.5-day community and agency workshop held
in mid-October and input from a survey
completed by over 400 participants.
3.1.1.164 CP 3.1.2 Implement community strategies,

policies and projects that support active healthy living,
including continuing to apply the results of the Active
Living Census
In Progress
10%
Capital contribution policy drafted. To be

complete 30 June 2017.
December 05, 2016
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Theme:
Strategic
Objective:

ACTIONS
Strategy:
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
active.
3.1.1.165 CP 3.1.3: Deliver high quality services and

upgrades to parks, natural reserves and streetscapes that
ensure they meet liveability, accessibility and legislative
requirements as our City grows, including implementing
Councils Tree Management Strategy and upgrading
sportsfields, play spaces and furniture.
In Progress
40%
Maintenance activities are being delivered in

accordance with the Parks & Natural Reserves
Service Delivery Plan. Capital improvements to
parks are continuing.
MANAGER PARKS &

NATURAL RESERVES
30/06/2017
3.1.1.166 CP 3.1.4: Continue improvements to irrigation

systems and water management processes in parks and
natural reserves.
In Progress
80%
Irrigation improvements to Weeroona Oval have

been completed, works are continuing for
upgrades to irrigation in Rosalind Park.
MANAGER PARKS &

NATURAL RESERVES
30/06/2017
3.1.1.167 CP 3.1.5: Support the activation and use of

public spaces in the Bendigo CBD for social connections
and events.
In Progress
25%
During the period staff conducted a very

MANAGER CUSTOMER
SUPPORT
successful expression of interest project to
gather community ideas and suggestions for
activation of the CBD public spaces. In total 110
submissions were received. These are currently
being compiled and analysed to inform future
planning.
Planning of events and activities for the spring /
pre-Christmas months was also undertaken
during the quarter.
December 05, 2016
30/06/2017
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Theme:
Strategic
Objective:

ACTIONS
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
Strategy:
active.
50%
3.1.1.168 CP 3.1.6: Negotiate with La
In Progress
Negotiations programmed. Road reserve
MANAGER ACTIVE
30/06/2017
Trobe University to finalise the long term
signage being negotiated
AND HEALTHY
future for ownership, management and
COMMUNITIES
upgrade of the athletics track.
ACTIONS
Strategy:
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
3.1.2 Residents and visitors are able to access good quality sports and recreational leisure facilities that are fit for purpose and enable them to
celebrate their active artistic, cultural, sporting and social lives.
3.1.2.255 CP 3.2.1: In partnership with relevant

organisations, encourage and support artistic and creative
endeavours and increase community participation in
these.
In Progress
25%
In this period there was successful staging of the MANAGER CAPITAL

Bendigo Writers Festival, Bendigo International VENUES & EVENTS
Festival of Exploratory Music and there was
significant activity at all venues.
Ongoing discussion with Creative Victoria in
relation to the Regional Centre for Culture
2017-18.
30/06/2017
3.1.2.256 CP 3.2.2: Significantly advance construction of

the Eaglehawk Regional Play Space at Canterbury Park
and continue the program of play space upgrades across
the municipality.
In Progress
20%
Detailed design of Eaglehawk Regional

Playspace underway. Construction to
commence in April/May 2017. Strathdale
District Playspace Stage 2 to commence in
November 2016.
MANAGER
ENGINEERING &
PUBLIC SPACE
30/06/2017
3.1.2.257 CP 3.2.3: Ensure high quality presentation and

cleanliness of streets and public spaces.
In Progress
25%
Street sweeping and litter collection has

continued according to the agreed program to
maintain clean streetscapes.
MANAGER WASTE
SERVICES
30/06/2017
December 05, 2016
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Theme:
Strategic
Objective:

ACTIONS
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
Strategy:
3.1.2 Residents and visitors are able to access good quality sports and recreational leisure facilities that are fit for purpose and enable them to
celebrate their active artistic, cultural, sporting and social lives.
In Progress
50%
3.1.2.258 CP 3.2.4: Work with the Bendigo Chinese
In conjunction with Regional Development
MANAGER MAJOR
30/06/2017
Association to facilitate a sustainable future for the Golden
EVENTS
Victoria (RDV) we are waiting on an approved
Dragon Museum by finalising the business redevelopment
project brief (as at 5/10/16) so that we may
plans and implementing priority actions, including the
proceed with Tender Applications for the keenly
design, funding and construction timelines for the Chinese
awaited Business Case to test various
.
recommendations made in the recently
completed Golden Dragon Museum Strategic
Plan. This is a very important piece of work for
the City, RDV, the Bendigo Chinese Association
and the greater community of Bendigo and
Central Victoria with potential national
significance depending on the outcomes of the
business case.
ACTIONS
Strategy:
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
3.1.3 Greater Bendigo is a community that values its heritage, art facilities and major events, supports arts and cultural experiences.
3.1.3.241 CP 3.3.1: Foster local artistic talent and

increase participation in the arts in suburban and rural
locations, and explore options for an exhibition space for
local artists at the Bendigo Art Gallery.
In Progress
50%
The Gallery does not have a dedicated space for DIRECTOR BENDIGO
local artists, however an annual exhibition titled ART GALLERY
'Going Solo' is held whereby artists from the
central Victorian region are asked to submit
proposals with one being chosen and the
successful artist awarded a solo exhibition. The
successful artist in 2016 is Jud Wimhurst. The
Gallery also offers local artists the opportunity to
enter the Paul Guest
December 05, 2016
30/06/2017
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Theme:
Strategic
Objective:

ACTIONS
Strategy:
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
Drawing Prize. This included a number of local
artists.
3.1.3.242 CP 3.3.2: Attract, retain and develop major

events that deliver substantial economic, promotional and
social benefits for Greater Bendigo.
In Progress
90%
Our core function is to attract and retain events.

Strategic efforts have managed to grow the
events to over 90 each year from a base of 20
odd only a matter of 5 years ago, so our growth
is significant.
3.1.3.243 CP 3.3.3: Continue to offer world class

exhibitions at the Bendigo Art Gallery.
In Progress
50%
DIRECTOR BENDIGO
The Gallery continues to offer world class
exhibitions and the next project in early 2017 will ART GALLERY
centre around the permanent collection which
will highlight the very best of the permanent
collection. There is no international content
scheduled for 2017.
30/06/2017
3.1.3.244 CP 3.3.4: Ensure the ongoing profile and

diversity of performing arts and entertainment events
across the municipality.
In Progress
50%
In this period, performing arts in the rural

communities have included:
Ranters Theatre workshops for young people
held in Heathcote and Bendigo.
Ongoing delivery of our Engine Room small
towns tours.
Delivery of Writers festival event as part of Law
week into Dunolly.
MANAGER CAPITAL
VENUES & EVENTS
30/06/2017
3.1.3.245 CP 3.3.5: Work closely with Bendigo Heritage

Attractions (Bendigo Trust) to assist, advise and
accelerate both their short and longer term financial
In Progress
50%
The city is committed to assisting the Bendigo

Heritage Attractions ( BHA )
MANAGER MAJOR
EVENTS
30/06/2017
December 05, 2016
MANAGER MAJOR
EVENTS
30/06/2017
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Theme:
Strategic
Objective:

ACTIONS
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
Strategy:
sustainability and business prosperity through
implementation of the Bendigo Tramways Strategic
Plan.
ACTIONS
Strategy:
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
3.1.4 The reputation, profile and attraction of Greater Bendigo and the region are further enhanced through effective promotion.
3.1.4.63 CP 3.4.1: Conserve, interpret and increase

activity and use of important Bendigo venues, including
the Bendigo Town Hall, Ulumbarra Theatre and The
Capital.
In Progress
50%
Negotiating with commercial contractor for the

installation of air conditioning in Bendigo Town
Hall.
3.1.4.64 CP 3.4.2: Deliver on the major

recommendations of the Destination Management Plan
as adopted by the Council, including establishing a
regional tourism website and working with Bendigo
Heritage Attractions.
In Progress
40%
The City of Greater Bendigo Tourism Team and MANAGER TOURISM

the Regional Board are working together to build
the regional website and develop regional
itineraries. We have also undertaken a brand
study to determine the brand of each of the
major destinations of the region. We have also
undertaken a digital review of our current
performance as the basis for the development of
the new regional website which is in the
planning phase.
30/06/2017
3.1.4.65 CP 3.4.3: Market the Bendigo region to

Australian and international visitors and local residents
as a vibrant destination for shopping, dining, the arts,
and a range of sporting and recreational attractions.
In Progress
70%
The Tourism team continues to work hard in this MANAGER TOURISM

market to attract international visitors. We have
marketed the Tulip display into weibo and
wechat the Chinese digital medium with
operators and the visitor centre reporting
30/06/2017
December 05, 2016
MANAGER CAPITAL
VENUES & EVENTS
30/06/2017
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Theme:
Strategic
Objective:

ACTIONS
Strategy:
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
3.1.4 The reputation, profile and attraction of Greater Bendigo and the region are further enhanced through effective promotion.
an increase in Chinese visitors to the city. We
attended Australian Tourism Expo in May 2016
and met with 100 international travel agents for
a 15 minute time slot. As a result of this we
have had a Chinese Tour company develop a
new tour to Bendigo and continue to work with
the Visit Victoria team to attract the international
market. Recently we had 12 NZ travel agents
in our city for 2 days taking in all the city has to
offer. As a result of the Air Asia media visit we
have just received 8 pages in the Air Asia Flight
magazine for the month of October.
ACTIONS
Strategy:
STATUS
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
3.1.5 People are supported to learn about and make decisions that enable them to be connected, safe and the healthiest they can be.
3.1.5.22 CP 3.5.1: Review the Local Laws that regulate

and control activities in public places, on private
property, streets and roads to protect the good order and
amenity of the municipality.
In Progress
10%
Planning has commenced for the review process MANAGER

and initial data gathering and research has been ENVIRONMENTAL
undertaken.
HEALTH & LOCAL
LAWS
30/06/2017
3.1.5.23 CP 3.5.2: Adopt the updated Domestic Animal

Management Plan (2016-2020) and implement the
first-year actions.
In Progress
25%
The plan has been sent to the Minister for

endorsement. Awaiting response.
We have actively promoted desexing of dogs
and cats by offering vouchers with reduced
rates.
30/06/2017
December 05, 2016
MANAGER PARKING &

ANIMAL SERVICES
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Theme:
Strategic
Objective:

ACTIONS
Strategy:
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
Captive bolt training of authorised officers has
been arranged.
Registration defaulters have been contacted by
telephone.
Participated in Community Petcare Day
3.1.5.24 CP 3.5.3: Implement agreed priority actions

from the Youth Strategy with a focus on young peoples
participation in decision making and implementing
programs that respond to the priority needs of young
people including good health, drug and alcohol harm
prevention and personal safety.
In Progress
50%
The current Youth Strategy has almost been

MANAGER
COMMUNITY
fully implemented. Development of the new
PARTNERSHIPS
Youth Strategy is underway.
Examples of recent implementation includes:
Young people leading the Annual City of
Greater Bendigo Youth Summit, leadership
training and various decision making forums and
events including the Youth Action Group.
Promoting the community achievements of
young people via YO Bendigo and other media.
Worked with community stakeholders to deliver
a range of funded events and programs for
young people ie: FReeZA, ENGAGE, CBD
Graffiti Prevention Project and Youth
Engagement Project.
Chair the Headspace Bendigo Consortium to
improve mental health and wellbeing of local
young people.
Facilitate the YO Media Network of young
people, update information and issues on YO
December 05, 2016
30/06/2017
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Theme:
Strategic
Objective:

ACTIONS
Strategy:
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
Bendigo website and sustain social media
profile.
Participate in community and inter-agency
partnerships i.e.: The First Quarter - Youth
Coordination Group and Young Adult
Coordination Group.
ACTIONS
Strategy:
STATUS
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
3.1.6 Greater Bendigo has inclusive and equitable communities where people feel welcome and connected to others.
3.1.6.291 CP 3.6.1: Promote equitable and inclusive

communities through implementation of the Human
Rights Charter across the organisation and
implementation of the first Reconciliation Action Plan
and Cultural Diversity and Inclusion Plan.
In Progress
10%
New training is currently being scoped by the

MANAGER
People and Performance Unit. This training will COMMUNITY
PARTNERSHIPS
apply for all-staff and be implemented in 2017.
the training will take a broad social inclusion and
human rights focus for building the capacity of
the organisation. This will contribute to the
implementation of the RAP and CDIP which is
planned and occurring over the forthcoming 3
years.
30/06/2017
3.1.6.292 CP 3.6.2: Review policies and procedures for

Home and Community Care Services, in line with the
implementation of the Commonwealth Home Support
(CHSP) and the National Disability Insurance Scheme
(NDIS).
In Progress
40%
Work has commenced on reviewing the Home

MANAGER
Support Policies and Procedures following the
COMMUNITY
SERVICES
introduction of the CHSP and HACC transition.
State government HACC transition grant money
has been allocated to a new temporary position
to review all policies and procedures. A business
case for the new funded ongoing position is
being prepared for consideration.
30/06/2017
December 05, 2016
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Theme:
Strategic
Objective:

ACTIONS
Strategy:
STATUS
% COMP
RESP. OFFICER
PROGRESS COMMENTS
COMP DATE
3.1.6.293 CP 3.6.3: Continue to implement the

Community Access and Inclusion Plan, including
establishing and supporting a Disability Inclusion
Reference Group.
In Progress
75%
MANAGER
Implementation of the CAIP is well advanced.
COMMUNITY
The disability Inclusion Reference Committee
has been established and running well. A budget PARTNERSHIPS
proposal is being developed for the development
of a new CAIP in 2017/18, once the current
CAIP is fully implemented.
30/06/2017
3.1.6.294 CP 3.6.4: Improve disability inclusion in the

public arena by implementing the Inclusive Towns Project,
preparing and promoting opportunities related to the
Information Capacity Building component of the NDIS and
strengthening collaborations within the disability sector
and between sectors.
In Progress
15%
Inclusive towns project is just commencing.

Advice from the NDIS regarding the Information
Capacity Building component is that this will not
commence until at least 2019. The City is
advocating for additional resources prior to this
date, to continue the important work.
MANAGER
COMMUNITY
PARTNERSHIPS
30/06/2017
3.1.6.295 CP 3.6.5: Undertake further planning and

development of a regional food hub in partnership with
key stakeholders.
In Progress
50%
Further progress on developing a regional food

hub for Bendigo has been made. The City
hosted Australia's first National Food Hub
Conference in August this year which helped to
further understand the best model for Bendigo
and also has highlighted Bendigo as a leader in
regional food hub planning. Further site
investigations and governance planning is the
current priority. A potential partnership with the
Bendigo Kangan Institute is shaping
MANAGER
COMMUNITY
PARTNERSHIPS
30/06/2017
December 05, 2016
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Strategic
Objective:

ACTIONS
Strategy:
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
up as a significant option for a food hub as part
of their upcoming major project to build a Food
and Fibre Centre of Excellence in Bendigo. A
further report will be made to Council as this
progresses. Other sites are also under
investigation as options, including the former
Crystal Ice site in Garsed Street.
3.1.6.296 CP 3.6.6: Working with key partners across

the community, implement early years planning initiatives
identified in the Municipal Early Years Plan that build on
a child friendly city and create the best future for our
children.
In Progress
30%
Implementation of the Municipal Early Years

MANAGER
Plan is tracking well. Current actions and
COMMUNITY
PARTNERSHIPS
priorities include:
Holding an annual Early Years Forum to report
back to the community on progress in
implementing the Municipal Early Years Plan
and emerging issues.
Developing a Demographic Profile of 8 12
year cohort in Greater Bendigo.
Participating in community and inter-agency
partnerships such as Communities For Children,
Area Partnerships and Early Years Coordination
Group.
Liaising with City services and community
agencies to involve children in decision making
processes.
Continuing to update the Infrastructure
Forward Planning Framework for Early Years
and monitoring planning permit applications
December 05, 2016
30/06/2017
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Theme:
Strategic
Objective:

ACTIONS
Strategy:
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
for new child care centres.
Investigating and responding to priority areas
for new preschool facilities, current focus is on
Epsom and Huntly.
Liaising with DET concerning the Childrens
Facilities Capital Program and developing
submissions for major capital grants and minor
infrastructure grants in line with City priorities.
Support grant applications by other agencies to
meet local priority needs. Current priority for the
City is Huntly Preschool.
Maintaining and upgrading preschool facilities
in line with Strategic Plans, Cluster Managers
and Capital Works program, of which is
proposed to increase in 2017/18.
Supporting the development of the
Strathfieldsaye Early Learning Centre
/Community Hub (in partnership with Active &
Healthy Communities and Building & Property
Unit).
Holding an annual program of events and
activities for children and families including Fun
Loong Fun Day, National Playgroup Week,
Neighbourhood Family Fun Days, NAIDOC
Childrens Day etc.
December 05, 2016
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Theme:
Strategic
Objective:

ACTIONS
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
Strategy:
3.1.6.297 CP 3.6.7: Work with key partners across the
In Progress
40%
Implementation of the Community Safety
MANAGER
community to implement initiatives that progress
COMMUNITY
Strategy is tracking well. Current actions and
identified Community Safety Strategy priorities to
PARTNERSHIPS
priorities include:
promote community health and wellbeing.
Further progressing the Citys response to

the recent Safe Transport Space and Chill Out
Space research project.
Supporting the review of the Violence

Prevention Plan 2012 2015 (in partnership
with the Strategy Unit).
Supporting the development and

implementation of drug and alcohol harm
minimisation initiatives, such as the recent Ice
Action Grants.
Contributing to the 'Anti-Social Behaviour in

the CBD Working Group' and progression of its
priority initiatives.
Developing a scope of works for an upgrade

of CBD surveillance systems, seek quotes and
funding sources through the State Government.
Developing a Public Safety Infrastructure

Grant submission to support responses to an
agreed community safety priority.
3.1.6.298 CP 3.6.8: Develop and implement programs

that support active ageing and respond to our ageing
In Progress
30%
Across a range of services, the City continues to MANAGER

enable a better quality of life for older people.
COMMUNITY
Some recent priorities include:
PARTNERSHIPS
December 05, 2016
COMP DATE
30/06/2017
30/06/2017
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Theme:
Strategic
Objective:

ACTIONS
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
Strategy:
population, including strengthening opportunities for
Develop and recruit members for a new
seniors to contribute to the community as a valuable
Positive Ageing Advisory Committee.
asset.
Coordinate and continue to develop the annual
Seniors Festival.
Develop and implement intergenerational
programs that support social cohesion.
Support the production of the ZooM
publication.
Prepare a budget submission to developed a
Cycling without Age pilot project.
3.1.6.299 CP 3.6.9: Support children and families from
birth to school age through immunisation programs,
maternal and child health, enhanced maternal and child
health, early learning centres, and the Off to an Early Start
program, which supports children aged zero to eight
years.
In Progress
25%
Community Services enjoys high levels of

MANAGER
service participation with an ongoing
COMMUNITY
SERVICES
commitment from specialised and customer
focussed staff. Bendigo's Immunisation rates
continue to be above State targets, MCH key
age and stage visits continue to track well. The
Enhanced MCH program is having significant
positive impacts on our most vulnerable families,
and the success of the Off to an Early Start
(OTAES) program is well reported. Utilisation
rates of the Early Learning Centres continues to
be maintained above budget at 90%.
Implementation of the actions in the Municipal
Early Years Plan will continue to see the City be
a key support, advocate for children zero - 8
years.
December 05, 2016
30/06/2017
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Theme:
Strategic
Objective:

ACTIONS
Strategy:
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
3.1.7 Structured community engagement, community planning and community development programs to support our residents and communities,
particularly those who may experience isolation.
3.1.7.40 CP 3.7.1: Support rural and neighbourhood

communities, including Axedale, Kangaroo Flat and
Woodvale to review and develop their community plans.
In Progress
30%
Ongoing work to support development of

community plan is being undertaken.
The revised Woodvale was recently completed
an launched, along with launch of the historical
trail.
Updated plans are out for final community
consultation in Sebastian and Eaglehawk.
MANAGER STRATEGY
30/06/2017
3.1.7.41 CP 3.7.2: Use structured approaches of

engagement and community development to support
communities and community groups to achieve their
desired aims, including priorities from their community
plans
In Progress
40%
The City continues to support the community

and community groups to achieve their aims.
Some recent actions and priorities include:
Continuing to administer the Citys various
community grants programs with a focus on
continuous system improvements.
Implementing the revised Community Grant
application questions and weighted assessment
frameworks.
Supporting the trial and evaluation of the Big
Give pilot initiative, led by the Community
Foundation for Central Victoria.
Facilitating a number of grant seeking and
management workshops.
Continuing to facilitate strategic planning,
collaboration and training opportunities to build
organisational capacity e.g. the recent
networking forums.
MANAGER
COMMUNITY
PARTNERSHIPS
30/06/2017
December 05, 2016
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Theme:
Strategic
Objective:

ACTIONS
Strategy:
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
Working collaboratively with DHHS and
Regional Association of Neighbourhood and
Community Houses (RANCH) to enable more
strategic level engagement with / support of
Neighbourhood Houses.
Continuing to facilitate the Neighbourhood
Houses Community of Practice.
Exploring opportunities to better support
community based Committees that report
directly to Department of Environment, Land,
Water and Planning (DELWP).
Completing the Strathdale Community Centre
community engagement and strategic planning
process.
Exploring the Epsom Primary School joint
facility development and usage option.
Implementing a pilot Casserole Club initiative,
centred on supplying home cooked meals to
those in need.
Developing Easy English versions of at least
five publicly available resources.
Continuing to develop the Committees
Resource Guide, now live on the City's website.
Undertaking research into volunteering
December 05, 2016
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Theme:
Strategic
Objective:

ACTIONS
Strategy:
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
trends and innovation in recruiting and retaining
volunteers.
Regularly analysing local volunteerism
requirements.
Developing a proposal for promoting improved
volunteerism outcomes within Greater Bendigo.
Supporting at least one community planning
group to undertake aspects of community
emergency planning, including risk assessment.
Current focus is Axedale.
Seeking funding to support further
development of community emergency planning
in small rural communities.
Providing information to update GIS map layer
showing vulnerable places and facilities.
Continuing to participate in the Loddon Mallee
Resilience Committee, supporting the
development of Regional Resilience Strategy.
3.1.7.42 CP 3.7.3: Implement agreed actions from the

adopted Rural Communities Strategy
In Progress
20%
The Rural Communities Strategy has recently

been adopted by Council. Implementation has
commenced. Current actions and priorities
include:
Continuing regional level coordination and
advocacy efforts, particularly in relation to
December 05, 2016
MANAGER
COMMUNITY
PARTNERSHIPS
30/06/2017
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Theme:
Strategic
Objective:

ACTIONS
Strategy:
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
drought, flood and dairy industry crisis impacts.
Providing leadership and practical support for
the newly established the Central Victorian Rural
Womens Network.
Progressing key community project priorities
identified through respective rural community
planning processes.
Supporting the Rural Support Network.
Completing the Heathcote Integrated Services
Project (also a Service Review).
Leading the development of a business plan
for the Redesdale Community Hub concept.
Supporting the evaluation of and reporting
requirements for Project RENEW (this project is
a consortium of stakeholders that advocate for
and implement sustainable land management
practice..
Reviewing the Farming Advisory Committee
Terms of Reference.
Leading a Farming Advisory Committee
member recruitment process.
Supporting the provision of Mental Health First
Aid courses in rural communities.
Actively contributing to the Mental A-Z
Networks development, implementation and
evaluation of strategies and initiatives.
December 05, 2016
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Theme:
Strategic
Objective:
4 Productivity
4.1 1. Greater Bendigo has a vibrant and diverse economy that grows jobs and enables good living standards.
2. Bendigo is a centre for innovation and creativity that helps build economic sustainability.
3. Educational diversity and support for lifelong learning is fostered.
ACTIONS
Strategy:
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
4.1.1 Council fosters business and industry growth.
4.1.1.26 CP 4.1.1: Implement the Economic

RISK
Development Strategy with a strong focus on growing
jobs in Small to Medium Business Enterprises (SME)
through business health mentoring and support, high
profile events such as the Small Business Festival, and
youth employment through the Career Horizons program
in partnership with Mt Alexander and Central Goldfields
Shires.
In Progress
STATUS
25%
% COMP
This is an initiative that continues to be a priority MANAGER ECONOMIC

RESP. OFFICER
PROGRESS
DEVELOPMENT
for EDU in the
SeptemberCOMMENTS
quarter. The Small
Business Festival held in August by the City's
EDU, in conjunction with the State Government,
saw some 25 workshops/events to assist local
businesses. There were around 850 people
attending these events. The new initiative
entitled "Bendigo Funding Finder" was launched
in the September quarter. The BBF helps
businesses to easily seek out grants and funding
from a custom search tool developed in
Australia (previously only available to large
businesses/corporations). Another first for
Bendigo was the provision of a new "Business
Distress Service" where companies can receive
confidential advice and support when things "not
going to plan". Strategies can be developed by
experts on how to save, or close, their business.
Career Horizons working closely with the TAFE
sector to provide a broader range of offerings to
students over a school year. Mt Alexander
Shire's involvement in Career Horizons
effectively commenced in the September quarter
with the launch of the Young Industry
Ambassador project that saw the training of a
cohort to promote closer engagement between
school students and local industry. The 2017
intake of students using Career
December 05, 2016
30/06/2017
COMP DATE
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Theme:
Strategic
Objective:
4 Productivity
ACTIONS
Strategy:
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
RESP. OFFICER
COMP DATE
4.1.1 Council fosters business and industry growth.

Horizons is expected to increase in both Mt
Alexander and Central Goldfields Shires as
more businesses agree to participate.
ACTIONS
Strategy:
STATUS
% COMP
PROGRESS COMMENTS
4.1.2 Effective partnerships build and support increased workforce skills for young people in particular.
4.1.2.29 CP 4.2.1: Support development of La Trobe

Universitys Bendigo Art Institute in association with
Bendigo Art Gallery.
Not Started
0%
4.1.2.30 CP 4.2.2: Foster new industry and business

initiatives through business, agricultural and industry
events and workshops.
In Progress
75%
4.1.2.31 CP 4.2.3: Support tourism business growth by

facilitating their access to industry research, training
opportunities, recent publicity and cooperative marketing
and networking opportunities.
In Progress
60%
DIRECTOR BENDIGO
ART GALLERY
30/06/2017
Some 25 workshops were provided during the

2016 August Small Business Festival with 845
people attending. There has been continuing
investigations into opportunities for the "
Intensive Animal" expansion in the region. The
City will be exploring ways to promote not just
opportunities for Bendigo but the chances to
further collaborate with the neighbouring Shires
to provide a "regional solution for new
investment" based on work being undertaken
during the September 2016 quarter.
MANAGER ECONOMIC
DEVELOPMENT
30/06/2017
The Tourism Unit continues to support tourism

businesses and provide access to industry
research, provide industry training opportunities
and provide networking opportunities and
co-operative marketing opportunities.
MANAGER TOURISM
30/06/2017
December 05, 2016
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Theme:
Strategic
Objective:
4 Productivity
ACTIONS
Strategy:
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
4.1.3 Invention and innovation is fostered through a series of targeted activities and partnerships.
4.1.3.18 CP 4.3.1: Promote Bendigo as a centre for

invention and innovation through the Bendigo Inventor
Awards, Bendigo Industry and Innovation Initiative and
associated innovation programs.
In Progress
50%
Strategic workshop and Showcase event to

MANAGER ECONOMIC
DEVELOPMENT
launch Bendigo Inventor Awards (BIA)
undertaken in September, 2016 at Melbourne
offices of Engineers Australia. The City, via the
Economic Development Unit (EDU), continue to
play a collaborative role with the Bendigo
Business Council (BBC) as agreed in the
decision by Council to transition BIA to the BBC.
Opportunities to garner both cash and in-kind
sponsorship support continued in the
September, 2016 quarter. Liaison with Federal
and State Ministers continued in September,
2016 quarter to promote the benefits of funding
the City to significantly expand its Industry
Innovation and Collaboration Program function.
There appears to be growing interest at
Government level to ensure Small to Medium
Enterprise are able to participate. Bendigo
Manufacturing Group and EDU continuing to
advocate and expect progress to be slow
however there is greater optimism around
funding at some future date.
30/06/2017
4.1.3.19 CP 4.3.2: Develop programs that facilitate young

people to develop skills that enable employment
readiness through the Community, Opportunity, Growth
Centre at 45 Mundy Street, Bendigo.
In Progress
50%
A large program continues to be implemented to MANAGER

support the development of young people.
COMMUNITY
PARTNERSHIPS
Current actions and priorities include:
Implementing agreed priority actions from the
Youth Strategy with a focus on young peoples
participation in decision making and
30/06/2017
December 05, 2016
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Theme:
Strategic
Objective:
4 Productivity
ACTIONS
Strategy:
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
implementing programs that respond to the
priority needs of young people including good
health, drug and alcohol and personal safety.
Working with community stakeholders to
deliver a range of funded events and programs
for young people ie: FReeZA, ENGAGE, CBD
Graffiti Prevention Project, Bright Futures and
Youth Engagement Project.
Chairing and participating in the headspace
Bendigo Consortium to improve mental health
and wellbeing of local young people.
Facilitating the YO Media Network of young
people, update information and issues on YO
Bendigo website and sustain social media
profile.
Identifying priorities for young people living
outside of Bendigo and undertake a program of
events in Heathcote and another small town.
Participating in community and inter-agency
partnerships i.e.: The First Quarter - Youth
Coordination Group and Young Adult
Coordination Group.
Finalising the Driver Education For Youth
Program (DEFY) and distribute remaining Trust
Fund monies via the Community Grants
Program.
Reviewing and updating the Youth Strategy
December 05, 2016
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Theme:
Strategic
Objective:
4 Productivity
ACTIONS
Strategy:
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
RESP. OFFICER
COMP DATE
and Action Plan for a further 4 years in
partnership with key stakeholders at the City and
in the community.
Developing a Demographic Profile of 12 25
year cohort in Greater Bendigo.
Developing the capacity of young people to
participate in the annual City of Greater Bendigo
Youth Summit, leadership training and various
decision making forums and events including the
Youth Action Group.
Liaising with City services and community
agencies to involve young people in decision
making processes.
Promoting the community achievements of
young people via YO Bendigo and other media.
ACTIONS
Strategy:
STATUS
STATUS
% COMP
PROGRESS COMMENTS
4.1.4 Stronger and wider links between students, education and employers are built through structured programs, marketing, skills development and
the promotion of work placements.
4.1.4.18 CP 4.4.1: Support secondary and tertiary

education providers to expand their offerings in identified
local priority employment areas.
In Progress
50%
There continues to be specific negotiations

around linkages between local
industry/businesses for the provision of an
expanded offering. Bendigo Kangan Institute
and the Economic Development Unit are
exploring the Health Excellence Centre (yet to
commence operation) capacity to provide a
broader option for secondary students (using
Career Horizons as the connector) to undertake
vocational training. Other issues
December 05, 2016
MANAGER ECONOMIC
DEVELOPMENT
30/06/2017
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Theme:
Strategic
Objective:
4 Productivity
ACTIONS
Strategy:
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
4.1.4 Stronger and wider links between students, education and employers are built through structured programs, marketing, skills development and
the promotion of work placements.
are around the new Bendigo Technical School
which will provide closer links with industry and
school students particularly around the
relationship of the national Science Technology
Engineering and Mathematics Strategy to the
needs of employers.
4.1.4.19 CP 4.4.2: Use deliberate strategies to foster the

active participation of young people in creative thinking
and research about climate change strategies for Greater
Bendigo.
Not Started
0%
The City is currently discussing with La Trobe

Uni to explore the opportunity for Green Interns
(post graduate students with an interest in
sustainability issues) to conduct projects related
to the Environmental Strategy.
4.1.4.20 CP 4.4.3: Support the development of the

Bendigo- Kangan TAFEs proposed Centre of Excellence
in health-related vocational training.
In Progress
50%
There has been specific (confidential)

MANAGER ECONOMIC
DEVELOPMENT
negotiations with key Bendigo Kangan Institute
staff through September, 2016 quarter to identify
opportunities to link the training offer to local
businesses to further enhance the
"employability" of students involved with the
Excellence Centre. The Career Horizons
project is expected to be a key "point of
difference" in enabling secondary students in the
City (and also with Mt Alexander and Central
Goldfields Shires) to explore options for future
employment in the Health Sector via this TAFE
Centre of Excellence proposed for Bendigo.
30/06/2017
4.1.4.21 CP 4.4.4: Use deliberate strategies to foster the

active participation of young people in creative industries.
In Progress
25%
Audition and rehearsals have been staged for a MANAGER CAPITAL

children's choir to perform with Victorian Opera's VENUES & EVENTS
Pied Piper.
30/06/2017
December 05, 2016
MANAGER
SUSTAINABLE
ENVIRONMENT
30/06/2017
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Theme:
Strategic
Objective:
5 Sustainability
5.1 1. The built and natural qualities that make Greater Bendigo an attractive and appealing place are valued and conserved.
2. Council demonstrates leadership in reducing our environmental footprint.
3. We help to build community resilience for managing the impacts of climate change.
4. Council manages its resources, assets and infrastructure for the long term.
ACTIONS
Strategy:
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
5.1.1 Protect and conserve Greater Bendigo's natural environment and settings for the future.
5.1.1.61 CP 5.1.1: Implement the Citys Invasive Plants

and Animals Strategy.
In Progress
90%
Recommendations within the strategy are

continuing to be implemented. The strategy is
due for review this year.
MANAGER PARKS &

NATURAL RESERVES
30/06/2017
5.1.1.62 CP 5.1.2: Implement the agreed first year action

plan from the Greater Bendigo Environmental
Sustainability Strategy (2015-2020).
In Progress
50%
The City's action plan from the Environment

Strategy is currently being developed.
Actions from the strategy that are currently in
progress - Environmentally Sustainable Design
policy update, Water management data
collation, promotion of bicycle fleet and
management system, development of budget
and grant bids based on strategy actions.
MANAGER
SUSTAINABLE
ENVIRONMENT
30/06/2017
The first years actions from the strategy are

incorporated into each areas ongoing business.
Funding initiatives are being developed for the
2017/18 FY projects
ACTIONS
Strategy:
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
5.1.2 The history, unique heritage, streetscapes and buildings of Greater Bendigo are conserved, restored, celebrated and managed wisely for the
long term.
5.1.2.77 CP 5.2.1: Use a range of approaches to

support the conservation and restoration of heritage
buildings.
In Progress
25%
A list of heritage properties requiring restoration

works have been prioritised and a budget
secured to undertake these critical works.
These include our 2 major town halls along with
some lesser known but important infrastructure
MANAGER BUILDING &

PROPERTY
30/06/2017
5.1.2.78 CP 5.2.2: Conserve Greater Bendigo
In Progress
25%
An annual heritage photographic competition,
HERITAGE PLANNER
30/06/2017
December 05, 2016
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Theme:
Strategic
Objective:
5 Sustainability
ACTIONS
RISK
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
Strategy:
5.1.2 The history, unique heritage, streetscapes and buildings of Greater Bendigo are conserved, restored, celebrated and managed wisely for the
long term.
heritage by commencing an annual streetscape
'weheartBendigo' has commenced under the
photographic record.
auspices of the Greater Bendigo Heritage
Advisory Committee. This presents an
opportunity to focus on heritage streetscapes as
a part of the competition.
5.1.2.79 CP 5.2.3: Implement the recommendations of
the Bendigo City Centre Citations Study that documents
the heritage significance of key buildings in central
Bendigo.
In Progress
20%
Study being progressed
MANAGER
STATUTORY
PLANNING
30/06/2017
5.1.2.80 CP 5.2.4: Provide visitor materials and

experiences that connect people with Bendigos history,
heritage and buildings.
In Progress
40%
The Bendigo Visitor Centre are conducting a

range of local history tours to the major heritage
attractions.
MANAGER TOURISM
30/06/2017
5.1.2.81 CP 5.2.5: Complete, adopt and commence

implementation of the Heritage Strategy.
In Progress
25%
Awaiting new Director and further work to align

with key units in the new Directorate, such as
Tourism, Economic Development and the Art
Gallery.
HERITAGE PLANNER
30/06/2017
5.1.2.82 CP 5.2.6: Develop a strategic direction for a

long term management plan for Bendigos historical
artefacts and the conservation of the Bendigo Historical
Society collection, which incorporates interim steps as
required.
In Progress
10%
Project being undertaken by Strategy unit in

conjunction with Post Office Gallery, to identify
the community needs for storage and
management of historical objects.
HERITAGE PLANNER
30/06/2017
December 05, 2016
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Theme:
Strategic
Objective:
5 Sustainability
ACTIONS
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
Strategy:
5.1.3 Essential infrastructure is constructed, maintained and renewed to meet the needs of current and future residents.
5.1.3.39 CP 5.3.1: Deliver building projects approved by
In Progress
25%
All approved projects have been assigned a
MANAGER BUILDING &
Council.
client and project manager and planning around PROPERTY
delivery has been undertaken with some actual
works commenced.
COMP DATE
30/06/2017
Monthly reporting and monitoring to take place

to ensure delivery of projects.
5.1.3.40 CP 5.3.2: Maintain and renew existing Council
owned and managed properties to agreed service level
requirements and statutory regulations.
In Progress
25%
Service contracts for cleaning, preventative

MANAGER BUILDING &
PROPERTY
maintenance works along with essential safety
measures are in place in nominated council
owned and managed properties to ensure public
safety and sound asset management principals.
30/06/2017
Customer requests for minor maintenance works

are also received and actioned to ensure
buildings are fit for purpose.
5.1.3.41 CP 5.3.3: Complete the planning scheme
amendment for the Bendigo Flood Study.
In Progress
80%
The Planning Scheme amendment is

proceeding to panel.
MANAGER
STATUTORY
PLANNING
30/06/2017
5.1.3.42 CP 5.3.4: Finalise flood records/levels in

collaboration with the Catchment Management Authority
as part of the completion of the Marong Structure Plan.
Completed
100%
Flood levels and mapping has been agreed with

CMA
MANAGER STRATEGY
30/06/2017
December 05, 2016
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Theme:
Strategic
Objective:
5 Sustainability
ACTIONS
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
Strategy:
5.1.3 Essential infrastructure is constructed, maintained and renewed to meet the needs of current and future residents.
5.1.3.43 CP 5.3.5: Implement asset management
In Progress
10%
A renewal funding program has been prepared
MANAGER
strategies including for paths, roads, bridges and drainage
for renewal expenditure over the 10 year period. ENGINEERING &
systems.
PUBLIC SPACE
5.1.3.44 CP 5.3.6: Continue to work with the community
to better utilise and access current community building
assets, more clearly identify user/owner responsibilities
and implement the Surplus Property Disposal Plan.
In Progress
25%
Discussion both internally and externally are

undertaken to ensure community groups have
access to current property assets and that new
groups or activities are encouraged to access
current facilities and at times through a shared
arrangement to increase use and less need for
construction of new facilities.
COMP DATE
30/06/2017
MANAGER BUILDING &

PROPERTY
30/06/2017
RESP. OFFICER
COMP DATE
The unit is committed to further developing a list

of possible surplus land and assets through a
community engagement process and to dispose
of the surplus stock.
ACTIONS
Strategy:
STATUS
% COMP
PROGRESS COMMENTS
5.1.4 Enable community members to reduce their environmental footprint by using resources, materials and assets more wisely.
5.1.4.9 CP 5.4.1: Build knowledge and capacity to

respond to the State Government developing policy
about localised solutions to water capture, use and
disposal.
In Progress
30%
The unit participating in the stakeholder

reference group for the development of Coliban
Water's Integrated Water Cycle Augmentation
planning process looking at water requirements
and possible sources into the future.
MANAGER
SUSTAINABLE
ENVIRONMENT
30/06/2017
Continue to support Coliban's planning for

future water security and supply. An inventory
December 05, 2016
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Theme:
Strategic
Objective:
5 Sustainability
ACTIONS
Strategy:
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
5.1.4 Enable community members to reduce their environmental footprint by using resources, materials and assets more wisely.
of the City's water use and supply has been
conducted to inform planning and budget
decisions.
5.1.4.10 CP 5.4.2: Develop a Greening Bendigo

strategy in accordance with the State Government
initiative to capture and use storm water from public
spaces on-site to increase their attractiveness.
In Progress
5%
A new staff member has been appointed to lead

the development of the strategy.
5.1.4.11 CP 5.4.3: Promote water security through

Council-led action on local education and conservation.
In Progress
25%
The City continues to promote water

MANAGER
conservation. The Environment Strategy sets
SUSTAINABLE
direction and web based information supporting ENVIRONMENT
water saving The City sponsors Waterwatch
program.
30/06/2017
5.1.4.12 CP 5.4.4: Conduct deliberate activities

designed to increase social commitment to reducing the
impacts of climate change and set a liveability target to
document progress.
In Progress
25%
The City's recently adopted Environment

Strategy focussed on increasing social
commitment to reducing our ecological footprint
at work and at home. A range of programs
including web based material, community
education workshops and supporting solar bulk
buy programs are in progress.
MANAGER
SUSTAINABLE
ENVIRONMENT
30/06/2017
5.1.4.13 CP 5.4.5: Renew the Ecologically Sustainable

Design Policy, Guidelines and Checklist.
In Progress
90%
The ESD policy and Guidelines has been

revised and is in draft form.
MANAGER
SUSTAINABLE
ENVIRONMENT
30/06/2017
December 05, 2016
DIRECTOR
PRESENTATION &
ASSETS
30/06/2017
Page 51 of 52
PAGE 125
(16/17)

Theme:
Strategic
Objective:
5 Sustainability
ACTIONS
STATUS
% COMP
PROGRESS COMMENTS
RESP. OFFICER
COMP DATE
Strategy:
5.1.5 The level of waste to landfill is reduced and residual waste is managed responsibly, to deliver the adopted waste management targets.
In Progress
5.1.5.4 CP 5.5.1: Implement the Waste and Resource
30%
MANAGER WASTE
30/06/2017
A key action of the Waste and Resource
Management Strategy including implementing the
SERVICES
Management Strategy was the implementation
recommendations of the trial kerbside organics collection
of the kerbside organics collection, the service
program, community education about waste avoidance
commenced on September 5th. The introduction
and reducing contamination in recycled materials.
of the third bin provided a platform to educate
the community about the importance of waste
avoidance and disposing of waste correctly by
using the right bin, this was done with the use of
print material and TV and radio advertising.
5.1.5.5 CP 5.5.2: Progress the development of a
resource recovery and transfer facility to replace the
Eaglehawk Landfill, subject to external funding support.
ACTIONS
Strategy:
In Progress
10%
STATUS
% COMP
The draft Master Plan for the proposed facility

has been completed.
PROGRESS COMMENTS
MANAGER WASTE
SERVICES
30/06/2017
RESP. OFFICER
COMP DATE
5.1.6 Continued effort is made to minimise Council's energy use and greenhouse gas emissions.
5.1.6.5 CP 5.6.1: Implement the data integrity and

collection recommendations from the 2015 Sustainable
Procurement Gap Analysis.
In Progress
10%
Sustainable Procurement Schedule has been

MANAGER,
developed and is being reviewed by Sustainable CONTRACTS &
Environment Unit.
PROJECT
COORDINATION
30/06/2017
5.1.6.6 CP 5.6.2: Reduce the Citys corporate

greenhouse gas emissions through corporate initiatives.
In Progress
25%
The City continues to take action to reduce

emissions. 11 Council facilities have now had
lighting upgrades supported by the Victorian
Energy Efficiency Target program. The City is
entering into a Power Purchase Agreement with
Bendigo Sustainability Group to purchase the
power from solar panels that will be installed on
the Archive Centre roof.
30/06/2017
December 05, 2016
MANAGER
SUSTAINABLE
ENVIRONMENT
Page 52 of 52
PAGE 126
Page left intentionally blank
PAGE 127
3.6
FARMING ADVISORY COMMITTEE: REVIEW OF TERMS OF

REFERENCE
Author
Jenny Pendlebury, Rural Development Coordinator

Deb Simpson, Coordinator Connecting Communities
Responsible
Director
Vicky Mason, Director Health and Wellbeing
Purpose
The purpose of this report is to present Greater Bendigo Farming Advisory Committee
revised Terms of Reference for Council consideration and endorsement.
Summary
The inaugural Greater Bendigo Farming Advisory Committee has completed a very
successful three year term of office since its establishment in 2013.
A review of the Committees Terms of Reference was undertaken at the final meeting of
the outgoing Committee in August 2016.
The purpose of the review was to ensure the new Committee would be well placed to
continue to provide representative and strategic advice to Council.
Through the review process outgoing Committee members identified that, while the
inaugural Committee had fulfilled its overall aims, there were opportunities to enhance
the Terms of Reference.
This report outlines in detail the subsequent recommended revisions to the Terms of
Reference.
RECOMMENDATION
That Council:
1. Endorse the Greater Bendigo Farming Advisory Committee Revised Terms of
Reference.
2. Authorise the commencement of the process to recruit new Committee members.
3. Send a letter thanking outgoing Committee members for their efforts and
achievements in the inaugural Committee term.
~~~~~~~~~~~~~~~~~~~~~~~~~
PAGE 128
Policy Context
This report is consistent with the following Council Plan 2013-2017 (2016-2017 update)
actions:
3.7.1 Support rural and neighbourhood communities, including Axedale, Kangaroo Flat
and Woodvale to review and develop their community plans.
3.7.3 Implement agreed actions from the adopted Rural Communities Strategy.
4.2.2 Foster new industry and business initiatives through business, agricultural and
industry events and workshops.
4.4.1 Support secondary and tertiary education providers to expand their offers in
identified local priority employment areas.
A review of the long standing Farming Consultative Committee (FCC) was undertaken in
2012. As an outcome of this review, in April 2013 Council resolved to dissolve the FCC
and establish the Greater Bendigo Farming Advisory Committee (Committee) as a formal
Council Advisory Committee.
Following a public expression of interest process and consistent with the Committees
Terms of Reference (ToR), in September 2013 Council appointed nine Committee
members drawn from a wide range of farming and rural enterprises across the
municipality. A Coliban Water representative was co-opted as an ex officio Committee
member in August 2014.
The inaugural Committee meeting was held on 24 September 2013. The final meeting of
the Committees term was held on 16 August 2016.
17 April 2013: Council resolved to dissolve the FCC and establish the Committee.
11 September 2013: Council appointed nine Committee members following a public
expression of interest process.
31 August 2016: Council adopted the Rural Communities Strategy.
Report
This report outlines:
The most significant achievements in the Committees inaugural term.
Suggested changes to the Committees ToR developed in consultation with the
outgoing Committee.
Proposed timelines for recruitment of members for the next Committee term.
PAGE 129
Significant Committee achievements

The Committees ToR describe its broad purpose as to provide general advice and
strategic representation to Council with respect to farming and rural issues and
opportunities, as well as support Council in the development of strategies, policies and
advocacy positions relative to the farming and rural sector. When reflecting on their
three year term, Committee members identified some of their most significant
achievements as being:
Provision of strategic advice that informed Councils Intensive Animal Industries

and Integrated Transport and Land Use Studies.
Facilitation of community engagement / consultation that informed the

development of Councils Economic Development and Rural Communities
Strategies.
Development of Council submissions to the Australian Governments

Agricultural Competitiveness Green and White Papers, the Victorian
Governments Kangaroo Pet Food Trial and Coliban Waters Five Year Water
Plan.
Working in partnership with neighbouring municipalities to develop a Central

Victorian advocacy paper outlining support needs in light of the prolonged dry
conditions / drought declarations and dairy industry crisis.
At the August 2016 meeting the outgoing Committee members expressed their
appreciation for the opportunity to represent and advocate on behalf of the farming
sector and rural communities.
Suggested changes to the Committees ToR
Outgoing Committee members participated in a review of the Committees ToR at the
August 2016 meeting with the objective of ensuring the new Committee would be well
placed to continue to provide representative and strategic advice to Council.
Committee members considered that some minor modifications to the ToR could assist
in enhancing the new Committees operations and effectiveness. The recommended
changes include:
Under Purpose, adding in:

Supporting the implementation of the Citys Rural Communities Strategy. (This
has been recommended in the context of Councils recent adoption of the
Strategy).
Under Membership:
- Increasing the number of potential members from nine to 12, including at least
three full time farmers. (This has been recommended to improve the
Committees capacity to be more representative).
- Adding in the categories of intensive animal farming, lifestyle farming, water
management, rural health or financial services and farming related education
-
PAGE 130
or training. (This has been recommended to improve the Committees capacity

to be more representative).
Under Term of appointment:

Increasing Committee members terms of appointment from three to four
years. (This has been recommended to provide greater alignment between
Council and Committee terms and to promote stronger working relationships
between Council and the Committee).
Under Conduct of meetings:
Adding in an Acknowledgment / Welcome to Country to commence meeting
proceedings. (This is consistent with Council / City policy and the
Reconciliation Plan).
Under Implementation and review:
Changing the frequency for Committee ToR reviews from annually to once per
Committee term. (Outgoing Committee members considered that annual
reviews were not practical).
Under Communicating within Council:
Providing guidance as to how the Committee and the soon to be established
Greater Bendigo Rural Communities Committee - as per the Rural
Communities Strategy - could share information / collaborate. (Outgoing
Committee members considered it would be important for the two Committees
to share information and explore opportunities to work collaboratively in the
interests of Committee effectiveness and achieving the best community / other
stakeholder outcomes).
For ease of Council review the recommended amendments have been highlighted in the
revised ToR that form Attachment 1.
The Local Government Act 1989 requires Council to endorse the Committees Terms of
Reference given its status as a Council Advisory Committee.
The Committee has helped to build awareness of and demonstrate how the farming
sector and rural communities are integral to regional sustainability and Councils vision of
Greater Bendigo working together to be Australias most liveable regional city.
Timelines:
Assuming Council endorses the revised ToR in December 2016, the following timelines
are proposed for recruitment of members for the next Committee term:
January 2017
February 2017
March 2017
City to publicly seek expressions of interest for Committee

membership.
Panel to review all expressions of interest received and develop a
shortlist for interview, interview shortlisted members and develop
Committee membership recommendations for Council consideration
/ endorsement.
Council to consider Panels Committee membership
recommendations.
PAGE 131
Risk Analysis:
The current and proposed Committee Terms of Reference provide for the following
process in terms of Committee member recruitment process:
All Expressions of Interest received for Committee membership will be considered by an
appointed Panel. The Panel will comprise one Councillor representative, the Responsible
Director or his/her nominee and one Greater Bendigo Rural Support Network member.
The role of the Panel shall be to assess all Expressions of Interest received, develop a
shortlist for interview and, following interview, make recommendations to Council as to
the preferred Committee make-up.
This is considered a rigorous process in terms of assessing potential Committee
members capacity to be both representative and strategic.
At the Committees August 2016 meeting the outgoing members participated in a review
of the Committees ToR with the objective of ensuring the new Committee would be well
placed to continue to provide representative and strategic advice to Council. The
recommended changes to the Committees ToR outlined in this report reflect the
collective view of the outgoing Committee members.
The Citys Rural Development Coordinator will continue to provide administrative support
to the Committee. The Citys commitment to this administrative support is outlined within
the attached ToR.
The level of resources the City may be able to allocate to various issues and
opportunities that may be identified by the Committee into the future will need to be
assessed on a case by case basis. Should Council adopt the attached ToR, the
Committee will be empowered to develop submissions / business cases for consideration
as part of Councils annual budget development processes.
Attachments
1.
Greater Bendigo Farming Advisory Committee Revised Terms of Reference
PAGE 132
Farming Advisory Committee
TERMS OF REFERENCE
and associated matters
October 2016
1.
Introduction
The inaugural Farming Advisory Committee (Committee) met for the first time on 24
September 2013.
During its inaugural three year term the Committee facilitated important engagement with the
farming sector and rural communities within Greater Bendigo and the wider Central Victorian
region. This engagement plus the specific expertise of Committee members supported Councils
development and review of strategies along with Councils decision making and advocacy on key
issues and opportunities. The Committee also helped to demonstrate how farming and rural
communities are integral to regional sustainability and Councils vision of Greater Bendigo working together to be Australias most liveable regional city.
A review of the Committees Terms of Reference was undertaken in September 2016 in
consultation with the outgoing Committee. This purpose of this review was to ensure the
Committee was well placed to continue to provide representative and strategic advice to
Council.
PAGE 133
2.
Purpose
The purpose of the Committee is to provide general advice and strategic representation to
Council with respect to farming and rural issues and opportunities, as well as support Council in
the development of strategies, policies and advocacy positions relative to the farming and rural
sector by:
(a)
Effectively representing all farming sectors within the municipality.
(b)
Providing advice to Council when any farming sector and / or rural communities related
issues and opportunities are deemed appropriate for Council advocacy to other levels of
government or other organisations.
(c)
Providing advice to Council on current and emerging issues and opportunities for the
farming sector and / or rural communities, including matters related to economic, cultural,
social and environmental aspects.
(d)
Providing advice on relevant strategic and statutory land use and development matters as
required by Council, including input on planning amendments and permit applications which
may be considered to have an impact on the future direction of the farming sector or rural
communities.
(e)
Participating in consultative forums offered by the City of Greater Bendigo (City)for the
purposes of informing and seeking feedback from the farming sector and / or rural
communities.
(f)
Assisting to develop partnerships and communication networks to ensure effective

dissemination of information and coordinated farming sector and / or rural communities
advice and feedback to Council.
(g)
Strengthening relationships and partnerships between the farming sectors, rural

communities, City staff and Councillors.
(h)
Assisting to develop community support programs and activities in line with the identified
needs and aspirations of the farming sector and / or rural communities.
(i)
Harnessing the opportunities that Citys community engagement processes afford to profile
issues relevant to the farming sector and rural communities.
(j)
Initiating research and investigation into strategic farming sector and rural communities
issues as required.
(k)
Supporting the implementation of the Citys Rural Communities Strategy.
Council will take the opinions of the Farming Advisory Committee into consideration as part of
its deliberations.
PAGE 134
3.
Membership
3.1
Membership to the Committee shall consist of one Councillor from each of the three
Wards up to 12 community members drawn from across each of the three Wards,
including at least three full time farmers. Each community member shall satisfy a set of
key selection criteria and be ideally drawn from the following categories of farming /rural
enterprise:
(a)
Broadacre farming;
(b)
Intensive animal farming;
(c)
Lifestyle farming;
(d)
Horticulture;
(e)
Viticulture;
(f)
Animal husbandry;
(g)
Equine industry;
(h)
Farming related business;
(i)
Agribusiness;
(j)
Water management;
(k)
Rural health or financial services;
(l)
Farming related education or training.
3.2
To ensure a balanced and comprehensive advice base, Committee members will

collectively have a diversity of relevant expertise and experience. Ideally there will be
balanced gender representation within the Committee.
3.3
If a Committee member misses more than three meetings in succession without

informing the Committee Chair or Vice Chair, that person will be contacted and their
membership of the Committee may be revoked.
4.
Term of appointment
4.1
Committee members shall be appointed by Council.
4.2
Community representatives on the Committee are to be appointed for four years, to

align with Council terms. Councillor appointments shall be for a twelve-month term.
4.3
Outgoing Committee members may apply for further terms of office.
4.4
The Committee shall make recommendations to the Chief Executive Officer or his/her
delegate to fill any vacancy on the Committee. The term of office of any newly appointed
Committee member shall expire at the same time as the Committee member being
replaced.
5.
Expressions of interest
5.1
Expressions of Interest for Committee membership will be sought from the categories
outlined in 3.1. The Expressions of Interest will also be publicly advertised.
5.2
All Expressions of Interest received for Committee membership will be considered by an

appointed Panel. The Panel will comprise one Councillor representative, the Responsible
PAGE 135
Director or his/her nominee and one Greater Bendigo Rural Support Network member.
The role of the Panel shall be to assess all Expressions of Interest received, develop a
shortlist for interview and, following interview, make recommendations to Council as to
the preferred Committee make-up.
5.3
Expressions of Interest for Committee membership must include responses to any Key
Selection Criteria.
5.4
Committee members will be formally appointed by Council.
5.5
Any City of Greater Bendigo Officers who attend Committee meetings shall do so in an
ex-officio capacity.
6.
Chairperson
6.1
A Councillor is to be appointed by Council to chair the meetings. If the Chairperson is

absent, one of the other Councillors present is to chair by agreement.
7.
Conduct of meetings
Committee meetings will be conducted as follows:

7.1
Proceedings for each meeting will begin with an Acknowledgment of / Welcome to

Country.
7.2
Minutes of each Committee meeting will be recorded and distributed to all Committee
members. The minutes shall also be made available to all Councillors, City of Greater
Bendigo's Executive Management Team and placed on Councils website.7.3A quorum
will consist of half of the Committee's community members plus one other Committee
member.
7.4
Committee meetings are to be held on a regular cycle every two months or more
frequently as may be required from time to time
7.5
The Committee, by resolution or through the Chair, may invite any individual, interest
group, or agency representative to attend a meeting as a delegation or to submit or
present information that will assist the Committee in carrying out its functions.
8.
Conflicts of interest
8.1
Committee members should declare a conflict of interest if they are to discuss an item
that, if supported by Council, could result in a direct or indirect benefit or loss to them
as opposed to a large sector of the farming community. The provisions of the Local
Government Act 1989 apply to Councillors.
PAGE 136
9.
Dismissal of members
9.1
Council and the Chief Executive Officer retain the right to revoke the membership of any
person found to be acting outside the interests of the City of Greater Bendigo and the
communities / sectors that the Committee is charged with representing.
10.
Insurance
10.1
Public Liability Insurance: Members of any Committee established by the Council under
the Local Government Act or any other enabling legislation all, whilst acting in that
capacity within the scope of their duties for and on behalf of the Council, are provided
with cover under the LMI Broadform Public and Products Liability and Professional
Indemnity Insurance, subject to the LMI policy terms, conditions, endorsements,
exclusions and deductible and the like.
10.2
Council appointed Committee members, whilst acting in that capacity within the scope of
their duties for and on behalf of Council, are covered within the terms and conditions of
the Councils LMI Public and Products Liability Insurance Policy for third party personal
injury or damage to property (as defined) caused by an occurrence, and where applicable
for breach of professional duty, in connection with the Business of the Council.
10.3
The City of Greater Bendigo's insurance policies provide indemnity for personal injury,
property loss, products liability and claims for breach of professional duty, subject at all
times to the Policy "Conditions and Exclusions".
11.
Dissolution
11.1
The Committee may, at any meeting, agree to disband.
11.2
The Council may - for any reason - resolve to disband the Committee and, upon written
notice to that effect being given to Committee members, the Committee shall be
disbanded.
12.
Implementation and review
12.1
The Committee shall review its Terms of Reference at least once during its term and
provide advice to Council on any suggested amendments.
13.
Resources provided by City of Greater Bendigo
13.1
Provide secretarial and technical support for the Committee's bi-monthly meetings.
13.2
Provide a suitable venue for the Committee's bi-monthly meetings.
13.3
Give due consideration to the Committee's advice / recommendations.
PAGE 137
14.
Communicating within Council
14.1
City of Greater Bendigos appointed officer shall generally be the primary liaison between
the Committee and Council.
14.2
A joint meeting of the Committee and the Greater Bendigo Rural Communities
Committee will occur at least once per annum. The chairs of the two Committees will
also meet on a regular basis to share information and explore opportunities to work
collaboratively on issues and opportunities of mutual interest. This could result in
decisions for the members of the respective Committees to form joint Working Groups.
PAGE 138
Productivity - Reports
4.
PRODUCTIVITY
Nil.
PAGE 139
Sustainability - Reports
5.
SUSTAINABILITY
5.1
KERBSIDE ORGANICS COLLECTION SERVICE UPDATE
Author
Brooke Pearce, Organics Project Manager
Responsible
Director
Purpose/Summary
The purpose of this report is to provide Council with an update of the recently introduced
kerbside organics collection service and discuss immediate and future improvements to
the service.
RECOMMENDATION
1. Note the update on the recently introduced Kerbside Organics Collection Service.
2. Remove the requirement of a Statutory Declaration and adopt an amended
application form as part of the exemption process.
3. Note that work is underway to identify opportunities for further growth of the scheme
and to seek opportunities to continue to reduce waste to landfill, with a focus on
community education.
4. Note that Local Law 3 (the relevant local law) is currently being redrafted to include
the organics service, for consideration by Council in mid-2017.
~~~~~~~~~~~~~~~~~~~~~~~~~
Policy Context
Theme 1
Council demonstrates leadership in its decisions to meet

future needs and challenges.
Continuous improvement methods are used to ensure

excellence in service delivery.
PAGE 140
Strategy 1.6
Programs, projects and services are guided by best

practice principles and delivered to respond to community
needs.
Theme 5
Sustainability
Council demonstrates leadership in reducing our

environmental footprint.
Strategy 5.5
The level of waste to landfill is reduced and residual

waste is managed responsibly to deliver the adopted
waste management targets.
2016/2017 Action 5.5.2
Implement the Waste and Resource Management

Strategy including implementing the recommendations of
the trial kerbside organics collection program, community
education about waste avoidance and reducing
contamination in recycled materials.
Strategy Reference (include weblink as applicable):

Waste and Resource Management Strategy 2014-2019
In 2014, the Greater Bendigo City Council adopted the Waste and Resource
Management Strategy, which committed to introduce a new organics service for the
residents living in the Bendigo urban area and in the townships of Heathcote, Elmore and
Marong in an effort to divert organic material from landfill.
Prior to full implementation, a trial was held from September 2015 in Strathdale, White
Hills, East Bendigo, North Bendigo and Kennington which consisted of 2,800 properties.
The results of the trial were used to inform the future direction for an organics service in
the City of Greater Bendigo. Based on the trial data, a full rollout of a food and green
organics service showed the potential to divert around 12,000 tonnes of material a year
from landfill. This would also avoid around 22,800 tonnes of carbon equivalent (CO2e)
emissions per year.
On 2 March 2016, Council resolved to roll out a compulsory food and green organics
(FOGO) service to 38,800 households in urban Bendigo and Marong.
Council also agreed to allow an exemption policy for residents within the roll out area
who could demonstrate management of organic waste on their property. This process
included the requirement of a statutory declaration and a site visit to be completed to
finalise the approval of the exemption.
The full implementation commenced on 5 September 2016.
The service has been collecting approximately 300 tonnes per week of food and garden
waste, which amounts to significant savings in landfill airspace and greenhouse gas
emissions.
PAGE 141
Since 5 September 2016, approximately 4,750 tonnes of CO2e (carbon dioxide

equivalent) emissions have been avoided and the 2,500 tonnes collected is being
processed into compost.
At the 2 March 2016 meeting, Council resolved to implement a kerbside organics service
for urban residents of Bendigo and Marong.
Report
Statutory Declaration Immediate Resolution
Since the introduction, the requirement for a Statutory Declaration has been unpopular
within the community and has had a significant impact on the organisation's resources.
Main feedback points received from the community are noted below:
The process was found to be time consuming.
The statutory declaration was deemed unnecessary considering an application form

had already been signed.
For the elderly and disabled, it was a difficult process to complete due to accessing
the required authorised witnesses.
Issues have been highlighted in recent months in regard to the accountability of

signatories where numerous parties reside within an exempt household.
Community Engagement and Education Strategies Future Planning
Prior to moving forward with the second phase of the project, a twelve month interval is
requested to conduct feasibility studies in relation to commercial and rural properties.
During this interval period, officers will consider the following factors as part of their
research:
Home composting scheme.
Developing a community education plan.
Review of collection cycles for all waste services.
Undertake community consultation to determine options for communities not

included within the current scheme.
Review to identify favourable enhancements to the current scheme, including options

to reduce the cost of our waste services.
Local Law 3 Future Planning

Local Law 3 currently makes specific reference only to garbage and recycle receptacles.
It is recommended that Local Law 3 be updated to include organics.
PAGE 142
Updating the local law will encourage education at numerous levels before commencing
with infringements or removing services.
Attachments
Nil.
PAGE 143
Leadership and Good Governance - Reports
6.
LEADERSHIP AND GOOD GOVERNANCE
6.1
ARBITER'S REPORT - 3 COMPLAINTS
Author
Peter Davies, Manager, Executive Services
Responsible
Officer
Craig Niemann, Chief Executive Officer
Purpose
The purpose of this report is to advise the Council that an independent arbiter has heard
three complaints alleging contraventions of the Councillor Code of Conduct by one
current and two former councillors and has submitted his findings in accordance with
section 81AA(2)(d)(ii) of the Local Government Act 1989 (Act).
The arbiters findings were received during the election period and consequently, in
accordance with the provisions of the Act and the Councils Election Period Policy, this
matter could not be dealt with by the previous Council as this may have constituted an
inappropriate decision.
Summary
Three complaints alleging breaches of the Councillor Code of Conduct were made
against Cr James Williams and former councillors Helen Leach and Elise Chapman.
In accordance with the internal resolution procedure of Council, these complaints were
referred to an independent arbiter for hearing. The hearing took place on Tuesday 13
September 2016 and the arbiters report was received on Tuesday 11 October 2016.
The arbiter found all three councillors had breached the Councillor Code of Conduct: two
breaches by Cr Williams and Ms Leach (one breach respectively) to be at the lower end
of the scale, and three breaches of more significance by former councillors Leach and
Chapman (one breach and two breaches respectively).
Cr Williams has provided a written apology to Ms Leach.
The Act requires the arbiter to give his findings to the Council for a decision on the
sanctions, if any, for contravention of the Councillor Code of Conduct. The Council may
give any or all of the written directions specified by way of sanction in the Act, and failure
to comply with a written direction constitutes misconduct.
PAGE 144
PROCEDURAL MOTION
That having considered the report and the apology made by Cr Williams, Council note
the findings and take no further action.
~~~~~~~~~~~~~~~~~~~~~~~~~
Policy Context
Council Plan Reference: Council demonstrates good governance and leadership.
Cr James Williams (supported by former Cr Barry Lyons) made a complaint against
former councillor Helen Leach citing behavioural issues, and specifically referred to a
governance meeting held on 21 April 2016.
Ms Leach made a complaint against Cr Williams alleging breaches of the Code of
Conduct, the Councils Bullying Prevention Policy, the Discrimination and Harassment
Policy during Council debates at meetings on 27 January 2016, 13 April 2016 and 4 May
2016.
Cr Williams (supported by former Cr Barry Lyons) made a complaint against former
councillor Elise Chapman, less precisely stated, that appeared to be about behaviour.
In accordance with the internal resolution procedure of Council, the Principal Conduct
Officer referred the complaints to an independent arbiter for consideration. Given the
three complaints were inter-related, the arbiter decided to hear them together.
As required by the Act, having heard the three applications from Ms Leach and
Cr Williams, and having ensured the parties affected by each application alleging a
contravention of the Councillor Code of Conduct had been given an opportunity to be
heard, the arbiter is required to make findings in relation to the application and give the
findings to the Council with written reasons.
The arbiters report has been provided to Councillors as a Confidential Attachment under
Section 77(2)(c) of the Local Government Act.
Report
The arbiter heard the applications from Ms Leach and Cr Williams on Tuesday 13
September 2016 at the municipal offices.
The hearing was conducted informally and each party had the opportunity to speak to
their respective statements and respond to questions from the arbiter.
The arbiter made the following findings as to fact in relation to the three applications:
PAGE 145
(a) that there had not been any harassment and bullying by Cr Williams of former
councillors Leach or Chapman (or any bullying by either of them);
(b) that at the governance meeting held on 20 April 2016, Ms Leach breached paragraph
2(5)(b) of the Councillor Code of Conduct; and
(c) that at the organics meeting Cr Williams was in breach of paragraph 2(5)(b) of the
Councillor Code of Conduct.
The arbiter acknowledged that these breaches of the Code of Conduct were at the lower
end of the scale.
The arbiter wrote that the more significant matter was whether former councillors Leach
and Chapman adhered to paragraph 2(6) of the Code of Conduct. This relates
specifically to supporting and promoting the general councillor conduct principles and
demonstrating leadership by actively implementing promoting and supporting the values
of responsiveness, integrity, impartiality, accountability and respect.
In relation to this matter the arbiter found that:
(d) Ms Leach breached paragraph 2(6) of the Councillor Code of Conduct in that she was
inappropriate in her dealings with the Hopley Recycling Operation extension at White
Hills;
(e) Ms Chapman breached paragraph 2(6) of the Councillor Code of Conduct in that she
continued in her opposition to the mosque planning application;
(f) there was not sufficient evidence to link Ms Chapman to actively promoting that
opposition through the Voices for Bendigo/Rights for Bendigo websites, but
(g) as a councillor she had failed to demonstrate the leadership and example expected of
a councillor by not accepting the majority decision of Council to approve the planning
permit for the mosque.
Written reasons are contained in a confidential section of the arbiters report.
The Act provides that the Council may apply sanctions for contravention of the Councillor
Code of Conduct. These are that the Council may give any or all of the following written
directions to the councillor complained against, to:
(a) direct the councillor to make an apology in a form or manner specified by the
Council;
(b) direct the councillor to not attend up to, but not exceeding, two meetings of the
Council;
(c) direct that, for a period of up to, but not exceeding, two months commencing on a
date specified by the Council, the councillor(i)
be removed from any position where the councillor represents the Council;
and
PAGE 146
(ii)
to not chair or attend any advisory committee or special committee meeting

or an assembly of councillors or any other meeting specified in the
direction.
Conclusion
The Councils internal resolution procedure was conducted and has found that
Cr Williams and former councillors Leach and Chapman contravened the Councillor
Code of Conduct.
The options for penalty no longer apply to former Councillors Chapman and Leach.
Council has the option to impose a sanction or sanctions upon Cr Williams.
Council has previously considered the conduct findings as procedural motions without
discussion at the meeting, as the findings have been clear and no debate considered
necessary.
Other than the cost of engaging the arbiter to consider the application at a cost of
$9,750, there are no resource implications in following the Councils internal resolution
procedure.
PAGE 147
6.2
EPSOM PRIMARY SCHOOL JOINT USE AGREEMENT
Author
Deb Simpson, Coordinator Connecting Communities
Responsible
Director
Vicky Mason, Director Health and Wellbeing
Purpose
For Council to determine whether it wishes to enter into a joint facility development and
use agreement (CJUA) as part of a broader Epsom Primary School (School)
redevelopment project (redevelopment project).
Summary
An opportunity exists for Council to partner with the Department of Education and
Training (DET) and the School Council in the joint development and use a multi-purpose
facility at the existing School site. This development would complement a broader School
redevelopment which the Victorian Government has invested $5.7M into.
Epsom is an area that is experiencing rapid and sustained population growth. The CJUA
presents as an opportunity for Council to future proof Epsoms passive community
facility provision at a greatly reduced cost compared with Council developing and
managing a different facility in its own right. Many of the existing active and passive
community facilities in the Epsom 10 minute neighbourhood (such as the Epsom Huntly
Recreation Reserve, Weeroona and White Hills Pavilions) are already at full capacity on
evenings and weekends in winter, and at 75 per cent capacity in summer (with year on
year growth in usage occurring). It is forecast that the day time capacity of all of these
facilities on week days, during school hours, will be reached within five years, with
Epsom Huntly Recreation Reserve already at 40 to 50 per cent capacity during these
times.
Community consultation has identified an existing level of community demand for the
multi-purpose facility, particularly for playgroup, community group meeting and allied
health purposes. The community consultation processes have enabled staff to forecast
that 6,500 community members would be likely to use the multi-purpose facility annually
for non-school related purposes.
Based on the architects opinion of probable project costs, it is anticipated that the
developments cost to Council would be in the vicinity of $405,000 and require a
commitment of approximately $365,000 in the 2017/2018 budget.
Some heritage significance issues relating to a building and four elm trees have been
identified throughout the redevelopment projects planning, however the redevelopment
PAGE 148
project is now being managed in such a way that it will still be able to proceed even if the
Minister for Planning supports an interim heritage overlay for these community assets.
DET and the School Council are aiming for a January 2018 completion of all construction
works. To achieve this, DET will need to call for tenders for the construction works in
January 2017. A decision as to whether Council wishes to proceed with the joint
development and use option is required at the 14 December 2016 Council meeting in
order for the tender documentation to be finalised.
RECOMMENDATION
That Council resolve to:
1. support the joint development and use of a multi-purpose facility at the existing
Epsom Primary School site.
2. commit a maximum of $500,000 in project related expenditure, including an
estimated amount of $365,000 in the 2017/2018 budget.
3. authorise the Chief Executive Officer to sign the associated Community Joint Use
Agreement.
~~~~~~~~~~~~~~~~~~~~~~~~~
Policy Context
This report is consistent with the following 2013 2017 Council Plan (2016/17 update)
themes, strategies and actions:
Theme 1: Leadership and good governance
o Strategy 1.2: Maintain strong and positive relationships with the Federal and
State Government and relevant departments and agencies and advocate to
ensure that the required infrastructure, key projects, policies and services are in
place as our community grows.
o Strategy 1.6: Programs, projects and services are guided by best practice principles
and delivered to respond to community needs.
o Strategy 1.8: Sustain the long term financial viability of the Council.
o Action 1.8.2: Thoroughly evaluate the potential long-term impacts of any shift of
responsibility or reduction in funding from the State Government, before agreeing
to continue to fund service delivery, fund new services or take over responsibility
for assets.
PAGE 149
Theme 3: Presentation and vibrancy

o Strategy 3.3: Greater Bendigo is a community that values its heritage, art facilities
and major events, and supports arts and cultural experiences.
o Strategy 3.7: Structured community engagement, community planning and
community development programs support our residents and communities,
Theme 5: Sustainability
o Strategy 5.2: The history, unique heritage, streetscapes and buildings of Greater
Bendigo are conserved, restored, celebrated and managed wisely for the long
term.
o Strategy 5.3: Essential infrastructure is constructed, maintained and renewed to
meeting the needs of current and future residents.
Epsom is situated in one of Greater Bendigos major housing development corridors, with
Greater Bendigos population forecast to grow from 112,853 in 2016 to 156,151 in 2036.
In the Epsom area specifically the population is forecast to increase from 4,823 in 2016
to 5,525 in 2036. Significant growth in Epsoms three to 12 year age cohort is also
forecast i.e. from 706 to 779 between 2016 and 2021 (forecast.id.com.au).
The Victorian Government has acknowledged Epsom as a major growth corridor via its
$5.7 million investment in the redevelopment project. The redevelopment project is being
managed by DET and entails re-use of the existing site. The redevelopment project is
currently in the detailed design phase, with the intent being to complete construction
works by January 2018.
The site address is 31 Howard St, Epsom. The site is bound by Howard Street to the
north, Bendigo Creek to the east, freehold land to the south (the majority of which is
Farming Zone and at risk of flooding), and freehold land to the west (per Attachment 1).
In 2015 the School Principal and Council President approached City staff to ascertain if
there was any City interest in a CJUA.
Within both the education and local government sectors, CJUAs are considered good
practice. This is because they seek to maximise access to and benefits from built
infrastructure and open spaces, plus share the burden of development, maintenance and
administrative costs.
Councillors provided in-principle support to explore CJUA opportunities at the 27 January
2016, 8 June 2016 and 14 September 2016 Councillor Forums.
20 July 2016 - Council resolved to:
PAGE 150
1. Adopt the White Hills and East Bendigo Heritage Study - Stage 2, 2016.
2. Request the Minister for Planning to authorise Council to prepare Amendment
C223 to the Greater Bendigo Planning Scheme.
3. When authorised by the Minister for Planning, exhibit Amendment C223 to the
Greater Bendigo Planning Scheme giving notification as required for a period of
one month.
31 August 2016 - Council resolved to endorse the actions of the Citys Director Planning
and Development in seeking interim heritage protection from the Minister for Planning for
part of 31 Howard Street, Epsom.
Report
The initial CJUA proposal was premised on two stages. Stage 1 involved the
development of the DET funded School only facilities plus a DET / City jointly funded
multi-purpose facility of approximately 300m2 in size. Stage 2 involved the development
of a DET / City jointly funded maternal and child health, early learning and allied health
facility. One of the key objectives of Stage 2 was more continuity of relationships and
more integrated service provision for families with children aged zero to 12.
Stage 2 was contingent upon DET being able to purchase some additional (freehold)
land adjoining the site. At the time of preparing this report, no additional land had been
secured so DET and the City have decided to focus only on Stage 1. Stage 2 can be
revisited as an option if and when additional land is secured.
The proposed multi-purpose facility plans are included as Attachment 2 and include the
site plan (Figure 1), the proposed multi-purpose facility floor plan (Figure 2) and the
proposed multi-purpose facility elevations (Figure 3). The section denoted as Council in
Figure 2 will not be constructed if Council does not wish to proceed with a CJUA.
Site heritage considerations

The site contains a red brick building constructed in 1881 that has been identified as
having local heritage significance within Councils adopted White Hills and East Bendigo
Heritage Study Stage 2. There are also four elm trees within close proximity that have
been identified as having local heritage significance.
On 28 July 2016 the City received a building application for the demolition of all buildings
(demolition application) on the site to enable construction of the new buildings that form
the redevelopment project. The red brick building was included in the demolition
application even though the redevelopment project concept plan indicated no new
buildings were proposed to be constructed in its position. Discussions with School
representatives and DETs Project Manager identified that their rationale for the red brick
buildings proposed removal was that it would be considered surplus under DETs facility
maintenance funding formulas. Funding the maintenance of the red brick building would
therefore fall solely to the School community and the School representatives were
concerned that this could prove to be financially unsustainable.
PAGE 151
The City had 15 days to make a decision on the demolition application. The demolition
application could only be refused if there was an existing heritage overlay on the red
brick building or if the City requested an interim heritage overlay from the Minister for
Planning. The City contacted School representatives and DETs Project Manager to
ascertain if the demolition application could be withdrawn to enable more opportunity for
discussion and negotiation about the future of the red brick building. The demolition
application was not withdrawn so the Citys Director Planning and Development
subsequently requested an interim heritage overlay from the Minister for Planning. This
action was taken in line with the Citys statutory responsibilities.
At the time of preparing this report the Minister for Plannings decision regarding the
interim heritage overlay request was not known. If the decision is that the red brick
building is to be retained, consideration will need to be given to how it is used and
maintained. The School Principal and Council President have indicated that its small
size, long and narrow shape and lack of basic amenities renders it unsuitable for any
School community uses other than storage. The City has not identified any broader
community needs it would be suitable for without significant redevelopment works, and
even then the available space would prove very limiting. DET, the School and the City
have therefore decided to focus on the multi-purpose facility with the view that use of the
red brick building can be revisited if the Minister for Planning determines it must be
retained.
Anticipated CJUA conditions
At the time of preparing this report negotiations about the proposed CJUA terms and
conditions were still underway. There is in-principle agreement between School and City
representatives that the School should manage all multi-purpose facility bookings, and
that all revenue generated by bookings should be placed in a dedicated operating
account and used to fund facility operating costs and maintenance. There is also inprinciple agreement that any facility operating and maintenance costs that exceed the
amount of revenue received should be shared equally between the School and City.
The proposed CJUA outlines the following in terms of proposed multi-purpose facility
hours of operation and priority of access:
Facility to operate from 6am 10.30pm.
The School has priority of access to the entire facility from 8.30am 12noon on
Tuesdays and Thursdays and from 12noon to 4.30pm on Mondays, Wednesdays and
Fridays.
The City (and broader community) has priority of access to the entire facility from 8.30am
12noon on Mondays, Wednesdays and Fridays and from 12noon to 4.30pm on
Tuesdays and Thursdays.
The City (and broader community) has priority of access to the entire facility from 4.30pm
10.30pm on school days.
The City (and broader community) has priority of access to the entire facility from 6am
10.30pm on non-school days.
If the facility is not booked by the respective party during the specified time 21 days out
from any given date the other party is welcome to book it.
There is also in-principle agreement that a 20 year licence will be applied to the multipurpose facility with an additional 10 year licence option. This means that any Council
PAGE 152
investment in the multi-purpose facility would be secure for the assets anticipated
lifespan of 30 years.
Epsom is situated in one of Greater Bendigos major housing development corridors and
significant growth in Epsoms three to 12 year age cohort is forecast between 2016 and
2021.
Many of the existing active and passive community facilities in the Epsom 10 minute
neighbourhood (such as the Epsom Huntly Recreation Reserve, Weeroona and White
Hills Pavilions) are already at full capacity on evenings and weekends in winter, and at
75 per cent capacity in summer (with year on year growth in usage occurring). It is
forecast that the day time capacity of all of these facilities on week days, during school
hours, will be reached within five years, with Epsom Huntly Recreation Reserve already
at 40 to 50 per cent capacity during these times.
Community consultation has identified a level of existing community demand for a multipurpose facility at the site, particularly for playgroup and community group meeting
purposes. There is also a level of interest from allied health services in using the facility
for community information session purposes and instructional purposes (e.g. pilates and
yoga classes).
The section denoted as Council in Figure 2 (Attachment 2) will not be constructed if
Council does not wish to proceed with a CJUA. Care has been taken to ensure that the
section denoted as Multi-Purpose Room (which will proceed irrespective of what
Councils decision is) has been positioned in such a manner that it could be extended
into the future.
The red brick building has now been excluded from the demolition application pending
the Minister for Plannings decision regarding the interim heritage overlay.
The redevelopment project detailed designs indicate no new buildings will be constructed
in the position of the red brick building, so the redevelopment project can proceed if the
Minister for Planning does approve the interim heritage overlay.
If the red brick building is to be retained it is anticipated that DET, School and City
representatives will need to work collaboratively to determine appropriate red brick
building uses going forward.
Timelines:
DETs intent is to complete all construction works related to the redevelopment project by
January 2018. To achieve this, DET will be calling for tenders in January 2017. Under
DET policies and procedures, joint facility development and use options cannot be
included in DET tender documentation until a CJUA has been established. Council
therefore needs to determine if it wishes to proceed with a multi-purpose facility CJUA at
PAGE 153
its 14 December 2016 Council meeting to ensure the section denoted as Council in
Figure 2 (Attachment 2) can be reflected within DETs tender documentation.
Should Council opt to defer consideration of this matter until after its 14 December
Council meeting, the works could still be included as part of the redevelopment project
but would need to be managed as a redevelopment project variation. This approach
would have an adverse impact on project costs.
There has been significant internal consultation regarding the CJUA. This has included
input from staff within the Citys Active and Healthy Communities, Building and Property
Services, Community Partnerships, Community Services and Statutory Planning units.
Based on the Statutory Planning units advice, a planning permit is not required to
develop or use the proposed multi-purpose facility for community gathering / meeting
purposes:
External Consultation:
Community consultation has identified a level of community demand for a multi-purpose
facility at the site, particularly for playgroup and community group meeting purposes.
There is also a level of interest from allied health services in using the facility for
community information sessions and instructional purposes (e.g. pilates and yoga
classes).
The community consultation processes have enabled staff to forecast that 6,500
community members would be likely to use the Council section as denoted in Figure 2
(Attachment 2) on an annual basis for non-school related purposes. This forecast has
been premised on 125 uses per week, including 75 per week for playgroup purposes
(across three different groups) and 50 per week for community group meeting purposes
(across five different groups).
When the conflicts between the demolition application and heritage significance were
identified, the City consulted with School and DET representatives. The consultation
resulted in the red brick building being excluded from the demolition application pending
the Minister for Plannings decision regarding an interim heritage overlay.
During the 8 June 2016 and 14 September 2016 Councillor Forum discussions
Councillors indicated a willingness to commit up to $500,000 in project related
expenditure, including a commitment to $30,000 in 2016/2017 unbudgeted expenditure
for concept and detailed design processes.
The following table outlines the architects opinion of probable project costs and DETs
advice regarding likely CJUA legal fees. It also outlines how the CJUA costs are
proposed to be managed:
PAGE 154
Financial Description
Year
2016/17
Concept / detailed
design fees and
quantity surveyor
estimates
Legal fees related to
the CJUA
2017/18
Building works plus
$15,000
contingency
allowance
Car parking
modifications
TOTAL
Cost
Comments
$30,000
Unbudgeted cost; now

contractually committed.
$10,000 estimate
only
$315,000 estimate
only
Unbudgeted cost; not yet

contractually committed.
To be included in 2017/18
budget if Council wishes to
proceed with the project,
otherwise this expenditure
will not be incurred.
To be included in 2017/18
budget if Council wishes to
proceed with the project,
otherwise this expenditure
will not be incurred.
$50,000 estimate
only
$405,000
The calculation of likely annual multi-purpose facility operating and maintenance costs is
a work in progress with advice still pending from DET regarding comparable facilities.
Attachments
1.
Epsom Primary School location map
2.
Proposed Multi-purpose Facility Plans
PAGE 155
6.3
COUNCIL AND COMMUNITY COMMITTEES FOR 2016/2017
Author
Peter Davies, Manager Executive Services
Responsible
Officer
Purpose
The purpose of this report is to appoint Councillors to various Council and community
committees for the 2016/2017 Mayoral Term.
RECOMMENDATION
That Council make appointments to committees as outlined in this report.
~~~~~~~~~~~~~~~~~~~~~~~~~
Policy Context
Involvement with committees provides Councillors with an opportunity for community
engagement. Advisory committees to Council also have the opportunity to provide input
into the strategic direction of the Council and guidance to staff working on Council
initiatives.
PAGE 156
Report
COUNCILLOR COMMITTEES 2016/2017

Committee
Councillor(s
Bendigo Airport Advisory Committee
Cr Margaret ORourke and Cr James Williams
Bendigo Easter Festival Reference Group
Cr Rod Fyffe and Cr Julie Hoskin
Bendigo Inventors Awards
Cr Jennifer Alden
Bendigo Manufacturing Group
Cr Matt Emond
Bendigo Regional Archive Centre
Cr Rod Fyffe
Bendigo Volunteer Resource Centre Board
Cr Andrea Metcalf
Inc.
Calder Highway Improvement Committee
Cr James Williams
Disability Inclusion Reference Group
Cr Margaret ORourke, Cr George Flack
Eaglehawk Badminton and Table Tennis
Cr James Williams
Centre Committee
Farming Advisory Committee
Cr Margaret O'Rourke, Cr Matt Emond and
Cr Andrea Metcalf
Greater Bendigo Cultural Diversity and
Cr Margaret ORourke, Cr Jennifer Alden and
Inclusion Plan Community Reference Group Cr Rod Fyffe
Greater Bendigo Rural Support Network
Cr Andrea Metcalf and Cr Jennifer Alden
Heritage Advisory Committee
Cr Matt Emond
La Trobe University Bendigo Athletics
Cr George Flack
Complex Committee
Lake Eppalock Land and On Water
Cr Yvonne Wrigglesworth
Management Plan Implementation Working
Group (Chair)
Municipal Association of Victoria
Cr Rod Fyffe
Napier Street Upgrade Community
Cr James Williams
Consultation Group
Positive Ageing Advisory Committee
Cr Julie Hoskin and Cr George Flack
Project Advisory Group Flood Mitigation
Cr James Williams
Project
Rosalind Park Recreation Reserve Precinct
Cr James Williams and Cr Matt Emond
Advisory Committee
Rural Communities Committee
Cr Yvonne Wrigglesworth, Cr Jennifer Alden
and Cr Julie Hoskin
Sustainability and Environment Advisory
Cr Jennifer Alden, Cr Rod Fyffe and Cr
Committee
Andrea Metcalf
Workspace Australia Board
Cr Matt Emond
PAGE 157
6.4
RECORD OF ASSEMBLIES
Author
Peter Davies, Manager Executive Services
Responsible
Officer
Purpose
The purpose of this report is to provide the record of any assembly of Councillors, which
has been held since the last Council Meeting, so that it can be recorded in the Minutes of
the formal Council Meeting.
RECOMMENDATION
That Council endorse the record of assemblies of Councillors as outlined in this report.
~~~~~~~~~~~~~~~~~~~~~~~~~
Policy Context
Council demonstrates leadership in its decisions to meet future needs and challenges.
The Local Government Act provides a definition of an assembly of Councillors where
conflicts of interest must be disclosed.
A meeting will be an assembly of Councillors if it considers matters that are likely to be
the subject of a Council decision, or, the exercise of a Council delegation and the
meeting is:
1.
2.
A planned or scheduled meeting that includes at least half the Councillors (5) and a
member of Council staff; or
an advisory committee of the Council where one or more Councillors are present.
The requirement for reporting provides increased transparency and the opportunity for
Councillors to check the record, particularly the declarations of conflict of interest.
PAGE 158
Report
Meeting
Name/Type
Meeting Date
Matters discussed
Meeting Information
Sustainability and Environment Advisory Committee
4 October 2016
1. Mine de-watering
2. Environment Institute of Australia & New Zealand
3. Environmental Sustainable Design (ESD)
4. New initiatives for 2017/2018
5. Gross pollutant traps
6. Regional Adaptation funding
Attendees/Apologies
Councillors
Cr James Williams
Apology:
Cr Peter Cox
Cr Rod Fyffe
Staff/
Ms Robyn Major
Community
Mr Ian Couper
Representatives
Mr Simon Francis/
Mr Geoff Caine
Ms Jess Milroy
Mr Rohan Hogan
Mr Ian Davies
Apologies:
Ms Kelly Dunn/
Ms Kathryn Stanislawski
Mr Lucas Hodgens
M/S Chris Weir
Mr James Shaddick
Ms Pamela Beattie
Mr Colin Smith
Mr Jeff Cummins
Conflict of Interest disclosures
Matter Councillor/officer making disclosure
No.
Nil
PAGE 159
Councillor/officer left
meeting
Meeting
Name/Type
Meeting Date
Matters discussed
Councillors
Staff/
Community
Representatives
Meeting Information
Consultation meeting
6 October 2016
Planning application DU/256/2016
50 Bassett Road, SEBASTIAN 3556
Use of land as warehouse (storage of re-locatable buildings)
Attendees/Apologies
Cr Peter Cox
Cr James Williams
Simon Francis
Applicant
Objectors

No.
meeting
Nil
Meeting
Name/Type
Meeting Date
Matters discussed
Councillors
Staff/
Community
Representatives
Meeting Information
20 October 2016
Planning application DS/177/2016
4 Whittington Court and 198 North Harley Street,
STRATHDALE
The re-subdivision of the land into 4 lots; the variation/removal
of drainage easement E-1 on Plan of Subdivision 442616S;
and the removal of covenant AB059693D, in accordance with
the endorsed plans
Attendees/Apologies
Cr Mark Weragoda
Stephen Wainwright
Applicant
Objectors

No.
meeting
Nil
PAGE 160
Meeting
Name/Type
Meeting Date
Matters discussed
Councillors
Staff/
Community
Representatives
Meeting Information
10 November 2016
Planning application DSD/659/2016
8 Julian Court, EPSOM 3551
The construction of four dwellings on the land; and the staged
subdivision of the land into four lots and common property, in
accordance with the endorsed plans
Attendees/Apologies
Cr Andrea Metcalf
Stephen Wainwright
Applicant
Objectors

No.
meeting
Nil
PAGE 161
6.5
PROPOSED TRANSFER OF LA TROBE UNIVERSITY ATHLETICS

TRACK
Author/Responsible
Director
Vicky Mason, Director Health & Wellbeing
Purpose
This report is for Council to consider purchasing and taking full responsibility for
maintenance of the regional athletics facility known as La Trobe University Bendigo
Athletics Centre (LUBAC) in Spring Gully currently owned by La Trobe University.
Summary
LUBAC is a key regional sporting facility servicing the needs of Greater Bendigo, central
and northern Victoria. It contributes to health and wellbeing in the region from Little
Athletics and senior athletics. It also adds economic value from the events conducted at
the Track. Since 1999 the City of Greater Bendigo and La Trobe University have shared
investment and maintenance of the site. Until recently this arrangement has suited both
organisations.
Strategically Council need to consider whether it is more appropriate for the City to own
LUBAC outright to ensure the future provision of a specialist regional facility for the
region. This will allow the City to maintain and upgrade the site including the replacement
of the Athletics Track, which has deteriorated to a state where Athletics Australia has
lowered the ranking of track, which impacts on the opportunity to host events at the site.
Negotiations have been conducted in good faith with La Trobe University and a price for
the site has been agreed.
Details of the subdivision, including the creation of the road reserve are still being
finalised with the intent of creating 90 degree angle parks on the north and east
boundaries and sufficient road reserve to provide access to parking and for traffic control.
RECOMMENDATION
1.Purchase the LUBAC site with provision for parking and conditions for creating the
road reserve and road construction included as part of the subdivision.
2.Delegate authority to the CEO to purchase the LUBAC site.
~~~~~~~~~~~~~~~~~~~~~~~~~
PAGE 162
Policy Context
This report is consistent with the following Council Plan 2013-2017 (2016-2017 update)
actions:
3.1.2 Implement community strategies, policies and projects that support active healthy
living, including continuing to apply the results of the Active Living Census.
3.1.6 Negotiate with La Trobe University to finalise the long term future for ownership,
management and upgrade of the athletics track.
Strategy Reference (include weblink as applicable):
Retention of the LUBAC is supported by the 2014 Spring Gully and Surrounds
Recreation Plan. This plan included amongst others the recommendation (p48):
20) Retain the athletics complex for ongoing community use. Upgrade the standard
of the in-field surface for possible use as a senior soccer pitch.
http://www.bendigo.vic.gov.au/About/Document-Library/spring-gully-and-surroundsrecreation-plan
The La Trobe University Bendigo Athletics Complex is a specialist regional facility
servicing the needs of central and northern Victoria. The facility is well used and
facilitates significant economic benefit for the community.
Due to the quality of the facility, central location, availability of other supporting services
such as accommodation and food/beverage the facility has attracted or assisted with
many multi-day events.
The last economic analysis of this facility in 2011 concluded that events during that year
attracted over 9,000 participants to the City along with their families, friends and officials
for a minimum of 2-7 days. Based on these attendances $3.5 million dollars is expected
to be injected directly into the region as a result of these athletics events.
During 2016 the facility has supported 66,725 visits (44,110 athletes and 22,615
spectators) including schools, major events and local club use.
Athletics Bendigo made a submission to the 2016-17 Council Budget requesting for the
upgrade/replacement of the track due to the current state of deterioration (Attachment
1) Officers agreed that a complete reconstruction of the track would be the best way
forward, but were unable to recommend this to Council due to the lack of security of
tenure (Attachment 2).
The proposed track works were recommended to be
reconsidered at the mid-year budget review, when it was hoped that there would be
some clarity with regards to the security of tenure.
PAGE 163

Council formally received the Spring Gully and Surrounds Recreation Plan at the
Ordinary Meeting of Council on 28 May 2014 with the following recommendations:
That Council:
1.Recognise the importance sport and leisure facilities make to the health, wellbeing
and liveability of Greater Bendigo.
2. Formally receive the Spring Gully and Surrounds Recreation Plan.
3.Taking into consideration any outcomes of the Active living Census, refer works
associated with the sequencing, staging and cost plan for consideration as part of
current and future budget deliberations.
At the Ordinary Meeting of Council on 7 June 1999 and the Ordinary Meeting of 13
March 2001, Council endorsed changes to the management structure for the La Trobe
University Bendigo Athletics Complex management structure and cost apportionment.
At the Ordinary Meeting on 29 June 2016 Council, having considered the submissions to
the 2016/17 Proposed Budget, resolved to refer the track works at the La Trobe
University Bendigo Athletics Complex to the mid-year budget review for funding
consideration.
Report
The Spring Gully and Surrounds Recreation Plan outlines that provision of at least one
high standard regional athletics facility for every 75,000 100,000 people is generally
accepted as an industry norm. The City of Greater Bendigo has a current forecast
population of over 100,000 people. It could be reasonably considered that the City needs
to retain LUBAC as a high quality facility and also consider planning for a second local
standard track in the medium term future at existing or new facilities.
To retain LUBAC as a high quality facility the existing track is due to be replaced. Since
the original construction of the facility there has been a license agreement in place
between the City of Greater Bendigo and La Trobe University. The license agreement
covers the responsibilities of each party including maintenance and major works.
Replacing the track is defined as major works and joint responsibility of the University
and Council. The University has stated they have higher priorities for investment and do
not wish to replace the track. Council could decide to replace the track however the
license agreement is due to expire in 2024 and a longer tenure is required to realise the
full investment of track replacement.
As a result negotiations for the transfer of ownership were undertaken with the intent that
the City would subdivide and purchase the parcel of land relating to LUBAC. Furthermore
conditions would be placed on the remaining land for the provision of car parking and
creation of the road reserve for access to the parking and traffic management. The
concept plan (Attachment 3) displays the intent however the exact detail of the final
design is subject to final agreement once planning for the remainder of the site is more
developed.
PAGE 164
Purchasing the regions key athletics facility will provide certainty of tenure which allows
track replacement and other investment to be considered with confidence and future use
assured.
Acquisition of the track is regarded a high priority to provide assurance of tenure for the
full life of the replaced track. The preferred scheduling for the reconstruction of the track
would be during the second half of 2017 with completion determined by when the
weather is suitable for curing the rubber surface. These works are subject to a budget bid
to be considered by Council during the 2017-2018 budget process.
Council could request officers to investigate the case for a brand new facility to be
constructed at an alternative site.
Alternatively Council could request security of tenure be sought through extension of the
current licence agreement. Indication from La Trobe during negotiations is that they
would prefer to sell the land.
Timelines:
La Trobe will be meeting in February 2017 to consider the sale. This is a key milestone
for this process as it would allow timely engagement with Bendigo Athletics prior to works
commencing in winter on the reconstruction of the track surface, in order for completion
of works during 2017-2018 summer.
It is expected that subdivision can be completed within three months of agreement.
Agreements for transfer of the land and planning for track replacement can also be
commenced once agreement is reached.
Risk Analysis:
The primary risk is for the track surface to deteriorate to the point it is unsafe and cannot
be used. This would result in all track activities ceasing until the track was made safe
either by repair or replacement. This could have significant impact on Athletics Bendigos
activities and planned events.
There is a risk that agreement between the Council and La Trobe could be delayed
impacting on the planning of activities. There is good will from both parties to reach
agreement and this risk is well understood.
Internal Consultation
Internal consultation has been conducted with the relevant officers from Active and
Healthy Communities, Statutory Planning, Engineering and Building and Property. With
all units strongly supporting inclusion of the road as part of the subdivision to enable the
purchase to proceed.
PAGE 165
External Consultation
The City conducts a LUBAC Advisory Committee consisting of community members, and
tenant clubs and a representative from La Trobe University Bendigo. This group provides
input and advice on the day to day management and operations of the Centre.
Ownership, maintenance and improvements at the site have been a consistent topic of
discussion for the past several years.
It is the tenant Clubs clear desire that the City would take ownership of the track and that
the track is resurfaced to ensure that the facility continues to provide for both local use
and major events.
Scheduling of the track replacement is disruptive for athletics activities however the
users have been consulted and we will continue to liaise with them regarding the
scheduling and event bookings.
There have been ongoing discussions with La Trobe University about the future of the
site, replacement of the track and management arrangements. The general view
expressed by La Trobe is the site is surplus to their current requirements and they have
higher priorities for investment.
Council has current responsibility for regular maintenance of the facility. Operation of the
facility is performed by Athletics Bendigo under a management agreement.
The purchase cost for the land itself is still in negotiation between officers and La Trobe
(Attachment 4), while the following costs are estimated to replace the track, finalise the
subdivision and construct the infrastructure around the facility.
Future Infrastructure Expenses
Track reconstruction - $900,000 (This is subject to a 2017/2018 budget bid)
Parking construction allowance - $300,000
Fencing allowance - $100,000
Landscaping allowance - $150,000
These costs have not been included with the 2017/2018 budget bid, but would require
budget bids in future years or consideration at the mid-year budget review.
Annual Expenses
Water $14,000
Maintenance - $40,000 (If the track is purchased these expenses will be incurred in each
years operating expenses. Currently Latrobe contributes approximately $20,000 of these
expenses and this contribution would no longer be received if they no longer own the
land.)
PAGE 166
Attachments
1.
Bendigo Athletics submission to 2016-2017 Council Budget
2.
Officers response to Bendigo Athletics submission to 2016-2017 Council Budget
3.
LUBAC Concept Plan
4.
Confidential Attachment Current Negotiated Position for Transfer of Land
PAGE 167
6.6
FINANCIAL REPORT AS AT 30 SEPTEMBER 2016
Author
Travis Harling, Manager Finance
Responsible
Director
Kerryn Ellis, Director Corporate Performance
Summary/Purpose
To provide Council with:
1. An analysis of the financial position of the City of Greater Bendigo (CoGB) for the
2016/2017 financial year to 30 September 2016.
RECOMMENDATION
That the Greater Bendigo City Council receive the Statement comparing Budgeted and
Actual Revenues and Expenses to 30 September 2016, in accordance with the
requirements of the Local Government Act.
~~~~~~~~~~~~~~~~~~~~~~~~~
Policy Context
City of Greater Bendigo Council Plan 2013-2017 (2015/16 Update):
Theme: 1
Leadership and good governance
Strategic Objective: 1

future needs and challenges
Strategy 1.1
Good governance principles are used to guide strategic

decision-making
In accordance with Section 138 of the Local Government Act 1989:
At least every 3 months, the Chief Executive Officer must ensure that a statement
comparing the budgeted revenue and expenditure for the financial year with the
actual revenue and expenditure to date is presented to the Council at a Council
meeting which is open to the public.
PAGE 168
A review of the 30 September 2016 result was undertaken by CoGBs Finance

Committee 7 December 2016.
Report
This report provides an update on the financial performance in comparison to the
adopted budget for the 2016/17 financial year.
1. Actual Year to Date Financial Performance (01/07/16 - 30/09/16)

CoGB's operating result for the first quarter of the financial year is $5,264,000
unfavourable to budget as at 30 September 2016.
Operating Result - YTD Actual vs YTD Budget
The Operating Result is a measure for accounting for an organisation's profit or loss for a
given period. An Operating Result recognises all revenue and operating expenditure; it
includes non-cash expenditure such as depreciation and non-cash revenue of donated
assets.
YTD Budget
30/09/2016
$87,972,000
YTD Actual
30/09/2016
$82,708,000
Variance
($5,264,000)
The Income Statement for the period 01/07/2016 30/09/2016 is presented below.
PAGE 169
Income Statement - City of Greater Bendigo

As at 30 September 2016
Actual 30
June
Annual
Budget
YTD
Budget
YTD
Actual
2016
2017
2017
2017
$'000
$'000
$'000
$'000
YTD Variance
$'000
REVENUE
Rates and Charges
99,744
106,616
105,993
105,573
(420)
0%
User Charges, Fees and Fines
30,854
28,326
6,511
7,655
1,144
18%
-59%
Contributions - Cash
Contributions - Non Monetary Assets
Reimbursements
8,422
11,510
3,183
1,303
(1,879)
18,786
11,846
0%
93
103
10
15
58%
Government Grants - Operating
16,813
24,207
6,523
6,356
(167)
-3%
Government Grants - Capital and Major
34,656
26,367
6,592
1,439
(5,153)
-78%
357
376
20
5%
5,420
5,416
(5)
0%
Interest on Investments
1,490
Other Revenue (Inc. Internals)
(76)
90
(184)
(45)
45
-100%
210,872
208,791
134,544
128,134
(6,410)
-5%
Employee Benefits
57,596
60,805
14,787
14,552
235
2%
Contract Payments, Materials and Services
62,077
53,042
16,441
15,629
812
5%
Plant and Equipment Operating Expenses
7,465
6,647
1,786
1,766
20
1%
30,150
30,919
7,730
7,827
(97)
-1%
1,716
1,891
473
454
19
4%
10,084
3,000
0%
Share of Other Comprehensive Income of

Total Revenue
EXPENSES
Depreciation
Borrowing Costs
Net Loss on Disposal of Property, Plant,
Infrastructure and Assets Held for Sale
5,355
5,198
158
3%
292
130
0%
169,380
156,434
46,572
45,426
1,147
2%
41,492
52,357
87,972
82,708
(5,264)
-6%
Net asset revaluation increments
14,042
27,992
0%
Comprehensive Result
55,534
80,349
87,972
82,708
(5,264)
-6%
Other Expenses (incl Internals)

Bad Debts
Total Expenses
Operating Result
Other Comprehensive Income
Major variances that contribute to the unfavourable result include:
Area
Fav / Unfav
Details
Government
Grants
Capital
Unfavourable
The unfavourable position is

largely due to receiving grants
ahead of schedule in 2015/2016
for the Airport Redevelopment,
Stadium Expansion and the
Indoor Aquatic and Wellbeing
Centre. These funds were
budgeted to be received this
financial year.
($5,153,000)
Contributions
Cash
Unfavourable
Due to receiving government

grants ahead of schedule in
($1,879,000)
PAGE 170
2015/2016 for the Stadium

Expansion, the Stadium's
contribution has been delayed
until the grant funding has been
spent.
User
Charges,
Fees and
Fines
Favourable
The favourable variance largely

relates to the high utilisation of
the Ulumbarra and Capital
Theatre exceeding YTD budget
by $648,000, higher than
budgeted ticket sales for the
Marilyn Monroe exhibition
$360,000 (10 Days in July) and
higher than budget Landfill fees of
$126,000.
$1,144,000
Cash Result - YTD Actual vs YTD Budget

CoGB's cash result is $7,077,302 favourable to budget as at 30 September 2016.
The Cash Result takes the Operating Result and removes non cash transactions. It also
includes Capital Works expenditure, loan repayments, new loan drawdowns and reserve
transfer movements.
YTD Budget
30/09/2016
YTD Actual
30/09/2016
Variance
$87,850,933
$94,928,235
$7,077,302
Major Variances that increase the operating deficit of $,82,708,000 to the above cash
result include:
Area
Fav / Unfav
Details
Reserve
Transfers
Favourable
Council received a number of

payments for grants relating to
the 2016/17 financial year in the
2015/16 year. These grants have
been transferred from the
Reserve to each of the projects
$10,953,691
Capital Works
Favourable
The timing of payment for Capital

Works is less than the YTD
budget
$1,395,290
Conclusion
The Finance Committee has reviewed the Income Statement comparing Budgeted and
Actual Revenues and Expenses to 30 September 2016.
PAGE 171
6.7
CONTRACTS AWARDED UNDER DELEGATION
Author
Lee Taig, Contract Support Administrator, Contract and Project

Coordination Unit
Responsible
Director
Kerryn Ellis, Director Corporate Performance
Purpose/Summary
The purpose of this report is to provide information on contracts recently awarded under
delegation.
RECOMMENDATION
That the contracts awarded under delegation, as outlined in this report, be acknowledged
by Council.
~~~~~~~~~~~~~~~~~~~~~~~~~
Policy Context
Delivery of programs, projects and services that respond to community needs.
City of Greater Bendigo Council Plan 2013-2017 (2016/2017 Update):
Theme: 1
Leadership and good governance
Strategic Objective: 1

future needs and challenges
Strategy 1.1
Good governance principles are used to guide strategic

decision-making
PAGE 172
Report
Contract No
Project
Successful Contractor
Value
(GST Excl)
$735,329.09
Delegated
Officer
Date Signed
Capital Contracts
CT000286
Asphalt Works on Various

Roads
Boral Resources
CT000290
Albert Roy Recreation

Reserve Concept and
Pavilion Design
Y2Architecture
CT000296
Forest Product Salvage
Tasmanian Timbers
CT000279
Casuarina in the Gardens

Trunk Drainage
Kangaroo Flat
Avard Civil Pty Ltd
PAGE 173
Ian Couper
14 October
2016
Richard
Morrison
19 October
2016
$205,120.00
Ian Couper
5 October
2016
$275,381.63
Ian Couper
23
September
2016
$51,700.00
7.
URGENT BUSINESS
Nil.
8.
NOTICES OF MOTION
Nil.
9.
COUNCILLORS' REPORTS
10.
MAYOR'S REPORT
11.
CHIEF EXECUTIVE OFFICER'S REPORT
12.
CONFIDENTIAL (SECTION 89) REPORTS
12.1
CONFIDENTIAL ATTACHMENT - AWARDING OF CONTRACT NO:

CT000298 FOR SCOTT STREET BRIDGE AND ROAD UPGRADE,
WHITE HILLS CONFIDENTIAL
12.2
CONFIDENTIAL ATTACHMENT - AWARDING OF CONTRACT NO:

CT000299 FOR ALLIES ROAD, ROAD RECONSTRUCTION,
MARONG CONFIDENTIAL
PAGE 174

Agenda Ordinary Meeting of Council: 6.00pm Wednesday 14 December, 2016

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AGENDA

Ordinary Meeting of Council

*** Broadcast live on Phoenix FM 106.7 ***

Transparency - Information about Council decisions is readily available and easily

Planning for Growth

Presentation and Vibrancy

Leadership and Good Governance

PETITIONS AND JOINT LETTERS .......................................................................................................... 9

PLANNING FOR GROWTH ................................................................................................................. 15

PLANNING SCHEME AMENDMENT C227- IMPLEMENTATION OF............................................ 15

PRESENTATION AND VIBRANCY ....................................................................................................... 29

WOODVALE COMMUNITY PLAN 2016-2020 ............................................................................ 53

COUNCIL PLAN 2016-2017: FIRST QUARTER REPORT, OCTOBER 2016 .................................... 73

FARMING ADVISORY COMMITTEE: REVIEW OF TERMS OF REFERENCE .............................. 128

PRODUCTIVITY ................................................................................................................................ 139

SUSTAINABILITY .............................................................................................................................. 140

KERBSIDE ORGANICS COLLECTION SERVICE UPDATE ............................................................. 140

LEADERSHIP AND GOOD GOVERNANCE ......................................................................................... 144

ARBITER'S REPORT - 3 COMPLAINTS ...................................................................................... 144

EPSOM PRIMARY SCHOOL JOINT USE AGREEMENT............................................................... 148

COUNCIL AND COMMUNITY COMMITTEES FOR 2016/2017 ................................................. 156

RECORD OF ASSEMBLIES ........................................................................................................ 158

PROPOSED TRANSFER OF LA TROBE UNIVERSITY ATHLETICS TRACK ..................................... 162

FINANCIAL REPORT AS AT 30 SEPTEMBER 2016 .................................................................... 168

CONTRACTS AWARDED UNDER DELEGATION ........................................................................ 172

URGENT BUSINESS.......................................................................................................................... 174

NOTICES OF MOTION ..................................................................................................................... 174

COUNCILLORS' REPORTS ................................................................................................................ 174

MAYOR'S REPORT ....................................................................................................................... 174

CHIEF EXECUTIVE OFFICER'S REPORT ......................................................................................... 174

CONFIDENTIAL (SECTION 89) REPORTS ...................................................................................... 174

Ordinary Meeting - 14 December 2016

SUSPENSION OF STANDING ORDERS

PUBLIC QUESTION TIME

Public Question Time Purpose

Ordinary Meeting - 14 December 2016

RESUMPTION OF STANDING ORDERS

Ordinary Meeting - 14 December 2016

DECLARATIONS OF CONFLICT OF INTEREST

direct financial interest

Ordinary Meeting - 14 December 2016

Election of Mayor for 2016/2017

Petition: Victoria Street, Eaglehawk

Ordinary Meeting - 14 December 2016

PETITIONS AND JOINT LETTERS

RESPONSE TO PETITION: REQUEST TO REOPEN CLOSED

Brett Martini, Manager Engineering and Public Space

Craig Lloyd, Director Presentation and Assets

Ordinary Meeting - 14 December 2016

Leadership and Good Governance

Maintain strong and positive relationships with the Federal

Presentation and Vibrancy

Greater Bendigo has attractive and accessible parks and

Protect and conserve Greater Bendigo's natural

Regional Strategic Plan Reference:

Ordinary Meeting - 14 December 2016

Ordinary Meeting - 14 December 2016

Ordinary Meeting - 14 December 2016

Figure 2. Footpaths (green) in the vicinity of Jeffery Street:

Ordinary Meeting - 14 December 2016

Figure 3. Proposed realignment of Campaspe Street and Jeffrey Street:

Planning for Growth - Reports

Ordinary Meeting - 14 December 2016

* Broadcast live on Phoenix FM 106.7 *