ORDINARY COUNCIL MEETING - Central Goldfields · 8/28/2018 · 8.3 GO GOLFIELDS STORY SEATS The...

ORDINARY COUNCIL MEETING

Tuesday 28 August 2018

6:00pm

Community Hub Room 1

48 Burns Street, Maryborough

AGENDA

Public Question Time 5:30pm

Item Title Page

1. Commencement of Meeting, Welcome and Opening Prayer

2. Apologies

3. Leave of Absence

4. Disclosures of Conflicts of Interest

5. Confirmation of the Minutes of the Previous Council Meeting 3

6. Reports from Committees

6.1 Noting of the Approved Minutes of Special Committee meetings and Advisory

Committee meetings. 4

7. Petitions NIL

8. Officer Reports

8.1 ASSEMBLIES OF COUNCILLORS 6

8.2 UPDATE ON PROGRESS OF ORGANISATION AND GOVERNANCE

REFORM PROGRAM 13

8.3 ADOPTION OF MANAGING CONFLICTS OF INTEREST FOR

COUNCILLORS AND COMMITTEE MEMBERS POLICY 16

8.4 2017-2021 COUNCIL PLAN REFRESH 19

8.5 APPOINTMENT OF CARISBROOK FLOOD AND DRAINAGE

MANAGEMENT PLAN AND IMPLEMENTATION COMMUNITY

REFERENCE GROUP 21

8.6 FEES AND CHARGES FOR MARYBOROUGH RESOURCE CENTRE 24

9. Documents for Sealing Confirmation NIL

10. Notices of Motion Nil

11. Urgent Business

12. Confidential Business Nil

13. Meeting Close

Ordinary Council Meeting – 28 August 2018

5 CONFIRMATION OF THE MINUTES OF PREVIOUS COUNCIL MEETINGS

Author: Acting Manager Governance

Responsible General Manager:

Chief Executive Officer

The Officer presenting this report, having made enquiries with relevant members of staff, reports that no disclosable interests have been raised in relation to this report.

SUMMARY/PURPOSE:

To present for confirmation, the minutes of the Ordinary Council Meeting held on 24 July 2018.

POLICY CONTEXT:

The relevant Council Plan references are: 4.3 Ensure Council’s regulatory environment operates efficiently and effectively

BACKGROUND INFORMATION:

The minutes of meetings remain unconfirmed until the next meeting of Council.

REPORT:

Section 93 of the Local Government Act 1989 requires Council to keep minutes of each meeting of the Council and Special Committees, and for minutes to be submitted to the next appropriate meeting for confirmation.

CONCLUSION:

The unconfirmed minutes of the Ordinary Council Meeting held on 24 July 2018 are presented for confirmation.

ATTACHMENTS:

1. Minutes of Ordinary Council Meeting held 24 July 2018

RECOMMENDATION:

That Council confirms the Minutes of the Ordinary Council Meeting held on 24 July 2018.

ORDINARY MEETING OF COUNCIL MINUTES

Tuesday 24 July 20186:00pm

Council ChamberRoom 1 Community Hub

48 Burns StreetMaryborough

MEMBERSHIP

Administrator Noel HarveyAdministrator Hugh DelahuntyAdministrator Karen Douglas

To be confirmed at the Ordinary Council MeetingScheduled for 28 August 2018

UNCONFIRMED MINUTES

Ordinary Meeting of Council Minutes – 24 July 2018 Page 2 of 11

1. COMMENCEMENT OF MEETING AND WELCOME

The meeting commenced at 6.00pm

The Chair, Administrator Noel Harvey read the Council Prayer and acknowledgementstatement:

Council PrayerAlmighty God, we ask you to be present in this Council.Direct and guide our deliberations.We ask you to grant us wisdom and sensitivity as we deal with the business ofour Shire.May each decision that we make advance the wellbeing of all our residents.This we pray. Amen.

Acknowledgement of CountryI acknowledge the Traditional Owners of the land on which we are meeting. Ipay my respects to their Elders, past and present, and the Elders from othercommunities who may be here today.

PRESENT

Administrator Noel HarveyAdministrator Karen DouglasAdministrator Hugh Delahunty

IN ATTENDANCE

Chief Executive Officer, Lucy RoffeyGeneral Manager Corporate Performance, Paul BrumbyGeneral Manager Infrastructure, Assets and Planning, Rebecca StockfeldGeneral Manager Community Wellbeing, Brenton WestActing Manager Governance, Eveline Ord

2. APOLOGIES

Nil

3. LEAVE OF ABSENCE

Nil

4. DISCLOSURES OF CONFLICTS OF INTEREST

Nil

5. CONFIRMATION OF THE MINUTES OF THE PREVIOUS COUNCIL MEETING

The purpose of this report was to present for confirmation, the minutes of the OrdinaryCouncil Meeting held on 26 June 2018.

Council Resolution

That Council confirms the Minutes of the Ordinary Council Meeting held on 26 June 2018.

Moved Administrator DelahuntySeconded Administrator Douglas

UNCONFIRMED MINUTES


CARRIED

6. REPORTS FROM COMMITTEES

6.1 NOTING OF THE APPROVED MINUTES OF SPECIAL COMMITTEEMEETINGS

The purpose of this report was to present for noting the confirmed minutes of Council’sSpecial Committees established under section 86 of the Local Government Act

Council Resolution

That Council notes;1. The confirmed Minutes of the Dunolly Historic Precinct Committee held on

28 May 2018

2. The confirmed Minutes of the Go Goldfields Collaborative Table held on 8May 2018

3. The confirmed Minutes of the Energy Breakthrough Committee held on 5June 2018

Moved Administrator DouglasSeconded Administrator Delahunty

CARRIED

7. PETITIONS

Nil

8. OFFICER REPORTS

8.1 Assemblies of Councillors

The purpose of this report was to provide the record of any assembly of Councillors so thatthey are recorded in the minutes of the formal Council Meeting.

Council Resolution

That Council note the record of assemblies of Councillors as outlined in the report.


CARRIED

8.2 UPDATE ON PROGRESS OF ORGANISATION AND GOVERNANCE REFORM PROGRAM

UNCONFIRMED MINUTES


The purpose of this report was to provide a status update on the progress of the organisation and governance reform program as at 3 July 2018

Council Resolution

That the Council notes the Organisation and Governance Reform Program Progress report.


CARRIED

8.3 GO GOLFIELDS STORY SEATS

The purpose of this report was to provide Council with information to decide the locations ofthe Story Seats across the shire. The Story Seats project is a community arts projectfunded by Go Goldfields and recognises the desire of the community for visible, public artprojects that inspire community aspiration and reflect community expression.

Council Resolution

That Council:

1. acknowledge the significant work of the community in the development ofthe Story Seats

2. endorse the locations of the six seats identified in the report

3. in the absence of a permanent Youth Hub undertake further consultation todetermine an appropriate location for the youth seats


CARRIED

8.4 8.4 PLANNING APPLICATION 149/17 – PROPOSED THREE (3) LOT SUBDIVISION AT LOT 1 ON PS710710 (16 MARSHALL STREET, MARYBOROUGH)

Council has received a planning permit application for a three lot subdivision at 16 Marshall

Street, Maryborough (subject land).

The application has been assessed against the policy and specific controls of the planning

scheme and it is considered that the proposed subdivision accords with relevant policy and

the planning scheme.

There has been one written objection (representing two persons) to the proposed

subdivision resulting in the need for a Council decision to determine the matter.

It is the Council Planning Officer’s recommendation to issue the planning permit for the

proposed three lot subdivision.

UNCONFIRMED MINUTES


Council Resolution

That Council issue a Notice of Decision to Grant Planning Permit PA149/17 for a three (3)lot subdivision in Maryborough at Lot 1 on PS710710 (known as 16 Marshall Street,Maryborough) and subject to the following conditions:--

Layout Plans

1. The subdivision, as shown on the endorsed plan(s), must not be alteredwithout the prior written consent of the Responsible Authority.

Payment In Lieu Of Open Space

2. The applicant or owner must pay to Council the sum equivalent to 5% of thevalue of the land in the subdivision. This payment must be made before astatement of compliance is issued and may be varied under Section 19 ofthe Subdivision Act, 1988.

Valuation Expenses

3. The applicant or owner must pay on demand to Council, the Council’sreasonable costs and expenses to provide valuation for payment in lieu ofopen space.

Telecommunications

4. The owner of the land must enter into an agreement with:

a. a telecommunications network or service provider for the provisionof telecommunication services to each lot shown on the endorsedplan in accordance with the provider’s requirements and relevantlegislation at the time; and

b. a suitably qualified person for the provision of fibre readytelecommunication facilities to each lot shown on the endorsed planin accordance with any industry specifications or any standards setby the Australian Communications and Media Authority, unless theapplicant can demonstrate that the land is in an area where theNational Broadband Network will not be provided by optical fibre.

5. Before the issue of a Statement of Compliance for any stage of thesubdivision under the Subdivision Act 1988, the owner of the land mustprovide written confirmation from:

a. A telecommunications network or service provider that all lots areconnected to or are ready for connection to telecommunicationsservices in accordance with the provider’s requirements andrelevant legislation at the time; and

b. A suitably qualified person that fibre ready telecommunicationfacilities have been provided in accordance with any industryspecifications or any standards set by the AustralianCommunications and Media Authority, unless the applicant candemonstrate that the land is in an area where the NationalBroadband Network will not be provided by optical fibre.

Easements

UNCONFIRMED MINUTES


6. All existing and proposed easements and sites for existing and requiredutility services and roads must be set aside in favor of the relevant authorityfor which the easement or site must be created on the plan of subdivisionsubmitted for certification under the Subdivision Act 1988.

External Referral Authority Conditions

7. The owner of the land must enter into agreements with the relevantauthorities for the provision of gas and electricity services to each lot shownon the endorsed plan in accordance with the authority’s requirements andrelevant legislation at the time.

8. The plan of subdivision submitted for certification under the Subdivision Act1988 must be referred to the relevant authority in accordance with Section 8of that Act.

Engineering Requirements

9. Prior to the issue of a Statement of Compliance the following must beundertaken by the applicant/owner to the requirements and satisfaction ofthe Responsible Authority unless approved, in writing, by the ResponsibleAuthority:

Access:

a. Vehicular access must be provided from Marshall Street.

b. A Vehicular crossover(s)/driveway(s) must be constructed betweenthe common property servicing Lots 1, 2 and 3 and Marshall Street.Such crossover/driveway must be of concrete construction and befrom kerb to property boundary. (Refer Infrastructure Design ManualStandard Drawing 240).

c. The applicant/owner must make further application for and haveapproved a driveway crossing permit for crossover/driveway works.All works constructed or carried out must be in accordance with theapproved plans/permit(s).

d. Once constructed the crossovers must be thereafter maintained bythe landowner to the satisfaction of the Responsible Authority.

e. Any disused crossovers must be removed and kerb and channeland nature strip reinstated to the satisfaction of the ResponsibleAuthority.

f. Internal roads on common property must be provided to a designand standard to allow appropriate access to each of the Lots 1, 2and 3. Such roads should be fully constructed concrete pavement atleast 3 metres wide with a clear zone of at least 4 metres width.

Drainage:

g. The owner/applicant must design a drainage system to drain thedevelopment to the legal point of discharge.

h. A legal point of storm water discharge (LPD) must be provided forLots 1, 2 and 3 to the Marshall Street kerb & channel, with thedrainage alignment from each Lot contained within the commonproperty to the kerb & channel to the satisfaction of the ResponsibleAuthority.

Landscaping:

UNCONFIRMED MINUTES


10. One street tree must be planted in the nature strip on the Marshall Streetroad reserve in front of Lot 3. The proposed location and species must beapproved by the Responsible Authority prior to planting. The tree(s) mustbe planted prior to the issue of the statement of compliance and maintainedby the permit holder / owner for a period comprising at least two summers,or alternatively, a bond can also be offered to allow the tree to be planted atthe appropriate time.

11. The applicant/owner must make further application for and have approvedlandscaping permit for the tree works. All works constructed or carried outmust be in accordance with the approved plans/permit(s).

12. Upon completion of all off site works all nature strips must be levelled,topsoiled and seeded. Alternate landscaping methods may be undertaken,but must be approved, in writing, by the Responsible Authority prior to anyworks being undertaken.

13. Asset Protection

At any time the permit holder must ensure that the operation andcondition of Council assets are not damaged by the site constructionworks. If the Responsible Authority deems Council assets have beendetrimentally affected or damaged by development construction access,then the assets will be required to be repaired and reinstated by thepermit holder to the satisfaction of the Responsible Authority.

14. Sediment Control

The developer must restrict sediment discharges from any constructionsites within the land in accordance with Construction Techniques forSediment Pollution Control (EPA 1991) and Environmental Guidelinesfor Major Construction Sites (EPA 1995).

Central Highlands Water Conditions

15. Any plan lodged for certification will be referred to the Central HighlandsRegion Water Corporation pursuant to Section 8(1)(a) of the SubdivisionAct.

16. Reticulated sewerage facilities must be provided to each lot by the owner ofthe land (or applicant, in anticipation of becoming the owner) to thesatisfaction of the Central Highlands Region Water Corporation. This willinclude the construction of works and the payment of major workscontributions by the applicant.

17. A reticulated water supply must be provided to each lot by the owner of theland (or applicant, in anticipation of becoming the owner) to the satisfactionof the Central Highlands Region Water Corporation. This will include theconstruction of works and the payment of major works contributions by theapplicant.

18. The owner will provide easements to the satisfaction of the CentralHighlands Region Water Corporation, which will include easements forpipelines or ancillary purposes in favour of the Central Highlands RegionWater Corporation, over all existing and proposed sewerage facilities withinthe proposal.

19. If the land is developed in stages, the above conditions will apply to anysubsequent stage of the subdivision.

Commencement and Completion Times

20. This permit will expire if:

UNCONFIRMED MINUTES


a) The subdivision is not certified within two (2) years of the date of thispermit.

b) the registration of the subdivision is not completed within five (5)years of the date of this permit.

The Responsible Authority may extend this time if a request is madein writing before the permit expires or within six months afterwards.

PERMIT NOTES:

Powercor:

Prior to Powercor Australia Ltd consenting to the issue of “prescribedinformation” enabling a Statement of Compliance to be issued to Council,the applicant must:

Provide an electricity supply to all lots shown on the endorsed plan inaccordance with Powercor Australia’s requirements and standards.

Complete the rearrangement of the existing electricity supply system andany private electric line in the subdivision to the satisfaction of PowercorAustralia Ltd.

Downer Utilities Australia:

We advise that AusNet Gas Services Pty Ltd is the owner of substantial gasassets in metropolitan Melbourne and country Victoria, and thatDowner—Infrastructure Services is their maintenance provider.

Creation of roads - Should AusNet Gas Services decide to reticulate gas inthe subdivision it is anticipated that gas mains would be installed inaccordance with alignments as specified in the Co-ordination of StreetworksCode of Practice.

Council Addressing:

Street addressing will be confirmed prior to Certification of the Plan ofSubdivision, however, Council’s Addressing officer has advised that thestreet numbers will be as follows:

Lot 1 on proposed PS813512 will be known as Unit 3,16 Marshall Street,Maryborough VIC 3465




CARRIED

UNCONFIRMED MINUTES


8.5 PLANNING APPLICATION 028/18 – DISPLAY OF A PROPOSED MAJOR PROMOTION SIGN AT LOT 1 ON TP220222, 4027 PYRENEES HIGHWAY, CARISBROOK

Council has received a planning permit application (PA028/18) proposing the display of amajor promotion sign at 4027 Pyrenees Highway, Carisbrook.

Public notice of the application has resulted in nine (9) written objections.

The application has been assessed against the policy and specific controls of the planningscheme and it is considered that the proposed sign is excessive in size and is incompatiblewith the rural landscape character of the area.

A Council determination was sought for the application as the Council’s Planning Officerrecommends that a Notice of Refusal to grant a planning permit be issued.

Council Resolution

That Council issue a Notice of Decision to Refuse Planning Permit PA028/18 for the displayof a major promotion sign at Lot 1 on TP220222, 4027 Pyrenees Highway, Carisbrook onthe following grounds:

1. The sign would negatively impact on the rural landscape character of thelocation as an entrance to an urban village, which is outlined in local policy.

2. The proposed sign would not enhance the entry to Carisbrook, as required inpolicy.

3. The sign is excessive in scale to its surroundings and does not have anyregard to the waterway or rural setting.

4. The sign would be detrimental to the natural landscaped character of thenamed waterway, Flagstaff Gully.

5. The sign would have an impact on a driver’s line of sight given the locationnear the intersection of Pyrenees Highway and Potts Lane.


CARRIED

8.6 PUBLIC NOTICE – INTENTION TO LEASE PART OF MARYBOROUGH AERODROME

The purpose of this report was to provide information on the statutory requirements to enterinto formal lease agreements at the Maryborough Aerodrome, 152 Leviathan Road,Maryborough, and to recommend that Council advertises this proposal to lease four sites atthe Aerodrome.

UNCONFIRMED MINUTES


Council Resolution

That Council1. Formally advertise its intention to lease these four lots at the Maryborough

Aerodrome, and seek public submission on this proposal under Section 223 of the Local Government Act 1989

2. Receives submissions until close of business on 27 August 2018 and that a Hearing Meeting be scheduled for 11 September 2018 at 5.30pm.


CARRIED

8.7 MARYBOROUGH GOLF CLUB – CLUBHOUSE REDEVELOPMENT

The purpose of this report is to inform Council’s about the prospective SRV 2018-19Female Friendly Facilities Fund Grant Application for the Maryborough Golf Club –Clubhouse Redevelopment.

The Female Friendly Facilities Fund provides funding to councils to develop sports facilitiessuch as change-rooms, grounds, pavilions and courts that enable, facilitate, and retainparticipation by women

Council Resolution

That Council endorse the application to SRV Female Friendly Facilities Fund for the re-development of facilities at the Maryborough Golf Club.


CARRIED

8.8 FINANCIAL REPORT MAY 2018

Monthly financial reports are presented to Council to show Council’s financial performanceand how it is tracking against the adopted (original) budget.

Council Resolution

1. That Council receives and notes the attached May 2018 Financial Report showingprogress against the budget as presented.


UNCONFIRMED MINUTES


CARRIED

9 DOCUMENTS FOR SEALING CONFIRMATION

NIL

NOTICES OF MOTION

NIL

10 URGENT BUSINESS

NIL

11 CONFIDENTIAL BUSINESS

NIL

12 MEETING CLOSURE

The Chair, Administrator Noel Harvey declared the meeting closed at 6.20pm

______________________________________To be confirmed at the Ordinary Council Meeting

held on 28 August 2018.

Chair, Administrator Noel Harvey

Ordinary Council Meeting – 28 August 2018 Page 4

6.1 NOTING OF THE APPROVED MINUTES OF SPECIAL COMMITTEE MEETINGS

AND ADVISORY COMMITTEE MEETINGS


Responsible Manager: Chief Executive Officer


SUMMARY/PURPOSE:

To present for noting the confirmed minutes of Council’s Special Committees established under section 86 of the Local Government Act 1989

POLICY CONTEXT:

The relevant Council Plan references are: 4.3 Ensure Council’s regulatory environment operates efficiently and effectively


In accordance with section 86 of the Local Government Act 1989, Council has established Special Committees.

The Terms of Reference for the Special Committees require the minutes to be presented to Council for noting.

Minutes of Special Committees are confirmed/approved at the next scheduled meeting of that Special Committee.

REPORT:

The Go Goldfields Collaborative Table (Sec. 86 Committee of Council) has provided confirmed minutes from its previous committee meetings for consideration.

CONSULTATION/COMMUNICATION:

The Go Goldfields Collaborative Table (Sec. 86 Committee of Council) has provided confirmed minutes from its previous committee meetings for consideration.

RESOURCE IMPLICATIONS:

No resource implications.

CONCLUSION:

Recently received, confirmed minutes of Council’s Special Committees established under section 86 of the Local Government Act 1989, are presented to Council for noting.


ATTACHMENTS:

1. Go Goldfields Collaborative Table Minutes for 13 June 2018 (confirmed 18 July 2018)

RECOMMENDATION

That Council notes;

1. The confirmed Minutes of the Go Goldfields Collaborative Table held on 13 June 2018

Minutes: Wednesday June 13th 2018 Where: The Maryborough Community Hub – Room 5 at 1:00pm Chair: Caroline Thoroughgood Attendees: Sandra Hamilton, Brenton West, Paul Huggett, Maree Elliott (left 2.00pm), Margaret Augerinos, Francis Lynch, Tom Wills, Raelene Williams (arrived 1.45pm) Notes: Jodie Bennett Apologies: Lucy Roffey, Noel Harvey, Sue West, Gillian Sawyer, David Sutton, Mary Sayers, David Osborn, Terry Welch Minutes Confirmed at meeting held on: Wednesday July 18th 2018

Welcome & Acknowledgement:

Acknowledgement to Country

Declaration of Conflict of interest: No conflicts of interest.

Story to bring the work into the room:

Most Significant Change Story Selection workshop held this morning with around 15 participants including facilitators across the domains. The stories shared were real-life, powerful and personal. This motivated some very in-depth conversations and while some of the stories themselves were not positive, the messages from the stories were positive i.e. people making connections in the community with the use of facilities such as the children’s centre and library. This workshop reinforced the notion that we need to value the contribution of community members. Leanganook Yarn consultants will provide a report on the workshop. Minutes from previous meeting: Minutes have been received. Business Arising: Update on advocacy for future of Go Goldfields – Sustaining the Change

o Attended the Regional Directors and Leaders meeting last week. All positive indicators of future funding, just awaiting the official announcement

o Story Seats will hopefully be launched in July, which could provide a great opportunity to announce future funding of Go Goldfields. Lucy is currently advocating for this to happen

Action: Finalise Go Goldfields funding. Draft Theory of Change Document:

o Draft Theory of Change is near completion o The draft is building on the HATCH forums and looking at

collaboration across the five domains o The nested theories will form part of a graphic design

presentation o There is more work needed around strategies and

language o Our beliefs have not changed and they need to be front

and centre Qtn: Is having five representatives from each group in the governance too descriptive/restrictive? Ans: This can be discussed and decided by the Collaborative Table. Qtn: Will we look at the reworked versions? Ans: Yes, we will distribute them via Dropbox Action: Reworked versions to be distributed to Collaborative Table members via Dropbox.

Action: Agreed simple Go Goldfields posters to be provided to businesses to display. Also, display the Hugs and Cuddles Bears.

o Council has offered to host our webpage, current Go Goldfields website is unstable and needs to be rebuilt

o Need website to communicate the Short Flix Festival, Family Violence Forum etc

o Agreed to progress with website rebuild Family Violence Forum July:

o This forum will encompass keynote speeches, panel discussions

o Rotary expecting over 100 participants o Forum is co-branded between Maryborough Rotary,

Loddon Campaspe Legal Centre, Law Institute and Go Goldfields

o Plans underway to record the event New Business: Final version of Go Goldfields MCRI Evaluation

o Evaluation has been finalised o Feedback from Regional Directors and Leaders meeting

last week included: - They felt it was an honest evaluation and questioned whether they were doing enough to support Go Goldfields work - There is a danger of focusing on what needs to be improved when the majority of the report was very positive. It acknowledged our good work at this early stage

Collaborative Table overall impressions of the evaluation: o Overall, it was very positive o The ground-level work is being done, regardless of

whether people understand that it’s Go Goldfields – does this matter? We need to be marketing ourselves more.

o It’s time to take credit for our good work and take ownership – this could be especially important when it comes to lobbying for future funding

o It raised some areas of work that need continuing focus – this is long-term change, it moves in ten-year cycles, can make it difficult to measure in the short-term

o All Action Groups across the domains are passionate advocates of the work, but we still need a dedicated resource around communications

o Agreed to have a workshop at the next Collaborative Table meeting to finalise the Theory of Change document and refine the language

o The influences and underlying approaches of our Theory of Change are: Collective Impact, Community Rhythms, IAP2, Gender Equity Lens and Cultural Safety

o Action Groups have done their work, it’s now time for the Collaborative Table to do ours

Draft Shared Measurement document: o Reviewed Theories of Change and asked “What are our

common indicators/strategies?” o Gender Equity lens apparent across all domains o Backbone Leaders from across Australia met for a day of

learning with Mark Cabaj. Lots of learnings and sharing, including focusing on niche innovation, not doing more of the same. Facilitators are conducting Test, Try and Learn method for the next 100 days. Progress to be reported.

o Francis Lynch attended a Data and Shared Measurement Conference: Complexity and Evaluation held by the Centre for Social Impact in Melbourne on May 3rd and 4th. Some of the ideas fit with this area really well.

Action: It was agreed to review the draft Theory of Change at the next Collaborative Table meeting. No questions arising from General Managers Report. Department of Premier and Cabinet visit to Maryborough June 25th

o Itinerary being set up for this visit o Sandra and Noel visiting key places around town and

meet with Collaborative Table members, Children’s Centre, Library, Police Station, meet with Rotary etc

o The DPC is looking at setting up new initiatives across Victoria and want to learn from us

o Will hold reflective session in the afternoon for everyone to share their impressions/feedback of the day

o Collaborative Table members welcome to join in Action: Sandra to organise and share itinerary for DPC visit.

o Community sentiment “Is this community now different to when we started? Have outcomes been achieved?” – Yes.

o Government asks “Is it worth the investment?” The Most Significant Change stories demonstrate the worth, the why

o Go Goldfields operates on very minimal funding compared to other responses to addressing vulnerability

o Go Goldfields holistic view (broad, life-spectrum changes) can make it a difficult sell

o There is a constant cycle of investment – we need to get better at communicating our wins and championing ourselves

Further story to bring the work into the room: Maryborough Leading Excellence Program This is a leadership development initiative. $150,000 was allocated to build leadership capacity in the community. Go Goldfields is a partner of this along with the Committee for Maryborough and Community Leadership Loddon Murray Inc. The adult program is happening now and the youth program is being developed. It includes participants from outside of Maryborough and evaluations are carried out along the way. While this is not directly a Go Goldfields initiative, we are engaged, our branding is on the documentation and we are fully supportive. Critical Messages to Action Groups:

o We spent time today considering the evaluation findings – strong achievements by Go Goldfields, communications is a focus moving forward including the Go Goldfields website and promoting the Family Violence Forum planned for July

o Funding is current until October, receiving positive messages regarding future funding, just awaiting official announcement

o Go Goldfields is supporting the Leading Excellence Maryborough program

Workshop Activity – discussed the six areas for from the

evaluation that required deliberation and action. Points

discussed included what was working well, questions raised,

suggestions for improvement, the role of the collaborative table

and any other comments/thoughts.

Next Meeting: Wednesday 18th July 2018, 1.00pm-3.00pm.

Maryborough Community Hub. Please note change of date to

accommodate the school holidays.

Actions from this Meeting: Finalise Go Goldfields funding

Reworked version of ToC to be distributed via Dropbox

Sandra to provide itinerary for DPC visit

Review draft ToC at next Collaborative Table

Provide posters for display in businesses for DPC visit

Move forward with rebuild of Go Goldfields website

Wednesday June 13th 2018


8.1 ASSEMBLIES OF COUNCILLORS


Responsible Manager: Chief Executive Officer


SUMMARY/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.

POLICY CONTEXT:

Section 80A of the Local Government Act 1989 requires the record of any assembly of Councillors to be reported to the next practicable Council Meeting and recorded in the Minutes and to include the names of all Administrators and Council Staff attending, the matters considered and any conflicts of interest recorded.


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. A planned or scheduled meeting that includes at least half the Councillors and a member of Council staff; or

2. 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.

REPORT:

Outlined below are the details of Assemblies of Councillors since the last meeting:


Date 24 July 2018 Meeting: Member for Mallee

Councillor Attendees

Noel Harvey, Chief Administrator; Karen Douglas, Administrator; Hugh Delahunty, Administrator

Council Staff Attendees

Lucy Roffey, Chief Executive Officer; Paul Brumby General Manager Corporate Performance; Rebecca Stockfeld, General Manager Infrastructure Assets and Planning; Brenton West General Manager Community Wellbeing

Guests Andrew Broad

Conflict of interest disclosures: NIL

Matters Considered

Meeting to discuss AEC Boundary Realignment and Priority Projects of Council that require Federal Government support.

Date 24 July 2018 Meeting: Question Time




Lucy Roffey, Chief Executive Officer; Paul Brumby, General Manager Corporate Performance; Rebecca Stockfeld, General Manager Infrastructure Assets & Planning; Brenton West, General Manager Community Wellbeing; Eveline Ord, Acting Manager Governance;


Matters Considered

Ms Janine Perry (Maryborough) Regarding: Brown Street Dam Question: The Brown Street Dam is full and not overflowing. There was a Shire inspection after my last enquiry. Is anything going to happen to address this situation? Response: The question was taken on notice. Mr. John Wright (Maryborough) Regarding: Proposed 50 Acre Subdivision at Cnr of Chaplins Rd Question: Given the amount of time (over 6 months) since the proposed permit was officially accepted, can Council give a reasonable date on deciding on the matter of the proposed 50 Acre subdivision directly opposite the Industrial Park in Tullaroop Rd, Cnr Chaplins Rd?

Response: The permit has been sent to the various referral authorities and will be dealt with when the responses are received from the referral authorities. They have their own timelines that Council has no influence over. It’s in process and will happen eventually. Mr. Peter Jeffs (Bet Bet) Regarding: Central Goldfields Art Gallery Question: How does the Art Gallery operate? I have discussed images with the curator but I am not eligible because the shows are completely only local pictures (sic). Also, the Wal Richards show was managed by a Maldon business.

Response: The Art Gallery is operated by the Central Goldfields Shire and is part of our new Community Wellbeing Department. The day to day operations


of the gallery are overseen by the Gallery Manager and the Gallery Manager reports to the General Manager Community Wellbeing, that’s under the new restructure. The Art Gallery program is planned and developed in advance with the upcoming exhibitions released in a handy pocket guide, that you have probably seen before, the January to June and July to December periods. So some of those are planned well and truly in advance. Some of this year’s exhibitions have included, Under the Sky which featured artwork from seven local artists, War Pictures: Australians at the Cinema 1914 – 1918 and the exhibition Cold. In addition, each year the Gallery presents the VCE Art and Design exhibition showcasing the art work of graduating secondary school students from the Maryborough area and Treasures from the Central Goldfields Art Gallery Collection, which is a significant one. The gallery staff also offer a range of school holiday and other educational programs throughout the year. That is actually how the gallery itself is run. Just in relation to the Wal Richards exhibition, which has probably been the most successful exhibition to date. The Wal Richards – Wedding Photographer exhibition takes a fresh look at the unofficial wedding photographer’s sentimental journey into black and white wedding photography of the late 1940s to 1960s before the introduction of colour photography in the 1970s through to the 1990s. That exhibition was a joint initiative of the Central Goldfields Shire and the Maryborough Highlands Historical Society, funding was obtained to facilitate the exhibition as part of the 2018 Regional Centre for Culture Program which is taking place across Central Victoria and includes the Shires of Central Goldfields, Hepburn, Mount Alexander and Bendigo. An external curator worked closely with the gallery staff, it was not managed by Maldon business. We had an external curator, they worked with the gallery staff and the Highlands Historical Society to bring to life the exhibition from over 20,000 wedding photos that form part of the Wal Richards collection. And as I said that has probably been one of the most successful exhibitions held at the gallery. Ms Paula Nixon (Carisbrook) Regarding: Penny and Lang site sale Question: Has the sale of the Penny and Lang site settled? All the processes have been followed and this is money our community could well use. If not settled, why not? What is going on? Open and Transparent is the promise!!

Response: The process has been followed to the letter of the law and has been open and transparent. The sale is about to be settled at any time now and yes every single requirement has been met as part of that sale of land. Mr. John Tully (Carisbrook) Regarding: Administrator Douglas on Leave Question: Was administrator Douglas absent from last month’s meeting because she was attending another meeting on behalf of the shire?


Response: The answer is no. Mr. Wayne McKail (Maryborough) Question 1 of 2 Regarding: High Rate Percentage Question: Due to the highrate percentage, which I do understand is not the fault of this admin. I believe us being one of the lowest socio economic shire in the state is there any plan on reducing that rate percentage or not increasing annual percentage each year to bring us more into a more reasonable percentage? I am anticipating an answer of “Would the residents be prepared to accept less services?” if that is so could a public forum be arranged to discuss recycling options ?

Response: That is not the case. In terms of what are we doing to reduce that, there is a rate cap fixed by the State Government. As Administrators we are acutely aware, and I emphasise that, acutely aware of the needs in this community and we paid a lot of time and consideration when looking at our rating options. We would love to be in a position to reduce, or not to increase, rates to the limit that we can, however because of the financial position of this Council, it is simply not possible to do that at this time. Every year, Councils will be looking, we certainly will be looking every single year to minimise the impact of every rate, every charge increase that is part of our budget. We spent a considerable amount going through every single fee and charge that we charge for our community. At some stage Wayne, we were actually discussing whether or not we should increase by small amounts, like 20 cents. Now if we get to that, I think it indicates how seriously we take our responsibility in looking after those in our community who are needy. And that will happen each and every year. Mr. Wayne McKail (Maryborough) Question 2 of 2 Regarding: Increase in cost of some budget items Question: Due the increases in items in this years budget , there was increases in Re Cycle, Waste, Rates and Disabled parking permit issue fees.

A. Can you please tell me what public consultation, discussion or data was used to come to this decision?

B. Can you please make public the reasons and data used to make these decisions?

Response: Wayne, that information was clearly made available, our proposed budget was on exhibition for 28 days which was the statutory requirement and it was subject to a number of press releases and public announcements encouraging people to have a look at it. So all that information in relation to public consultation was considered as part of our budget discussions. Council considers a wide range of data and information when it comes to these decisions and it is simply not possible to make that information broadly available to the public. It’s just not practical to do that.


I have on several occasions exchanged correspondence between myself and certain departments of the shire “Re some of the above items”. They were not answered to my satisfaction and made my dissatisfaction known. The reply to that received from a representative of your office on 26-5-2018 was as follows- I believe that The councils disclosure of this above information in the draft budget could have been more improved. I will ensure the 2019/2020 draft Budget is far clearer about overall waste management finances.

1. Do you consider this as an adequate response which addressed the question I posed?

2. Was this reply or date the information administrators used to make their decision to increase the fees?

Response: The answer is yes. (to Question 1 above – Do you consider this an adequate response which addressed the question I posed?) When we made the decision Wayne, to increase our fees, Council received a whole lot of information and data. Our finance department worked extremely hard to make sure that we were in a position to make a very sound financial decision in relation to our budget. So I believe that has in fact been followed. I am just advising the public in attendance here this evening, that is all the questions that I have. I do advise the public here this evening that I have received a petition in relation to a matter which is on our agenda this evening, which is the Carisbrook Billboard signs, you will be aware of that. I received a call from Jean Adamson in Carisbrook, who asked if we could receive the petition. Jean, yes we are receiving the petition. It will be listed and Council is obliged to consider any submissions before we make a decision on the matter and yes Council is aware of your petition and will be added to the objections.

Date 31 July 2018 Meeting: Tour of Asteria Services


Noel Harvey, Chief Administrator; Hugh Delahunty, Administrator


Lucy Roffey, Chief Executive Officer; Rebecca Stockfeld, General Manager Infrastructure Assets and Planning; Brenton West General Manager Community Wellbeing

Guests Annie Constable


Matters Considered

Meeting to tour Asteria Services facility.

Date 31 July 2018 Meeting: Briefing meeting




Lucy Roffey, Chief Executive Officer

Guests NIL


Matters Considered

Meeting to discuss Organisation Structure


Date 31 July 2018 Meeting: Department of Justice and Regulation




Lucy Roffey, Chief Executive Officer; Brenton West General Manager Community Wellbeing

Guests Tania Morton, Acting Regional Director Loddon Mallee Region (Department of Justice & Regulation), Tom Wills, General Manager Community Services


Matters Considered

Meeting to discuss services provided to the community in Central Goldfields Shire by the department

Date 31 July 2018 Meeting: Briefing on Poultry Farm


Noel Harvey, Chief Administrator; Karen Douglas, Administrator


Miriam Smith, Manager Planning

Guests NIL


Matters Considered

Meeting to discuss Poultry farm at 277 Maryborough-St Arnaud Rd, Alma

Date 31 July 2018 Meeting: Carisbrook Flood Committee




Lucy Roffey, Chief Executive Officer; Rebecca Stockfeld, General Manager Infrastructure Assets and Planning

Guests NIL


Matters Considered

Meeting to discuss Carisbrook Flood Committee

Date 14 August 2018 Meeting: Strategy Briefing Meeting




Lucy Roffey, Chief Executive Officer; Paul Brumby, General Manager Corporate Performance; Rebecca Stockfeld, General Manager Infrastructure Assets & Planning; Brenton West, General Manager Community Wellbeing; Krystle Leist, Administration Support Officer.


Matters Considered

Aged and Disability Reform Transition discussion

Central Highlands Councils Victoria discussion

Update on Pick My Projects applications

Central Goldfields Shire Branding and Logo. In attendance Kate Bucknall, Communications Officer.

Organisation and Governance Reform Program progress report

Managing Conflict of Interest Policy

Fees and Charges for Maryborough Resource Centre

Rural Councils Victorian Incorporation Rules

Council Plan 2017-2021 Refresh

Planning Applications – protocols for meeting with applicants

Velodrome Clubroom Lease renewal

Senior Citizens Clubs Funding


Date 21 August 2018 Meeting: Community Forum


Noel Harvey, Chief Administrator; Hugh Delahunty, Administrator


Brenton West General Manager Community Wellbeing

Guests Peter Carey, Brad Hall, Paul Gatty, Valerie Cunniff


Matters Considered

Meeting to discuss Community Forum

RECOMMENDATION:

That Council note the record of Assemblies of Council as outlined in this report.


8.2 UPDATE ON PROGRESS OF ORGANISATION AND GOVERNANCE REFORM PROGRAM

Author:

Director Business Transformation



The Officer presenting this report, having made enquiries with relevant members of staff,

reports that no disclosable interests have been raised in relation to this report.

SUMMARY/PURPOSE:

This report provides a status update on the progress of the Organisation and Governance

Reform Program as at 22 August 2018

POLICY CONTEXT:

The relevant Council Plan references are:

4.1 Ensure the Financial Sustainability of Council

4.2 Deliver the ‘core business’ of Council in an efficient and effective way

4.3 Ensure Council’s regulatory environment operates efficiently and effectively

4.5 Pursue a best practice approach to leadership and governance


The Organisation and Governance Reform program has now been operating for nine months

implementing the program of actions to transform Council processes, culture and systems. It

has been operating around four themes:

Asset Management

Financial Management

Human Resource Management

Governance

REPORT:

Thirty seven specific actions or projects were identified in the plan. Of these thirty-six are now

complete.

Since the last Council meeting the following actions have been completed:


Action Outcome Due date

Review compliance and commitment to best practice OH&S principles across the organisation

An internal self-assessment of Council’s Safety Management system against Australian Standard AS/NZS 4801 Occupational Health and Safety Management System has been completed and outcomes and an action plan will be presented to the next Health and Safety Committee meeting.

July 2018

Reposition the governance function organisationally to have a stronger and higher profile in the organisation

New Manager Governance, Property and Risk role given additional responsibilities including risk, health and safety, managing Council’s property function, audit committee and is now placed within the structure at a Manager level with a functional team. New governance policies and procedures arising from the review of governance practices and processes embeds this role as the pivotal quality assurance, compliance controller and principal governance advisor to Executive and Council.

June 2018

Review the organisation structure and amend as necessary to achieve a modern and efficient alignment of functions and responsibilities which provides equity and appropriate checks and balances

Third level management structure has been developed and released to staff for consultation. The new structure will be fully implemented over September and October.

October 2018

Work on the last uncompleted action, the transfer of hard copy records to Council’s electronic

management system continues. The system administrator has made presentations to the

Executive team and planning is underway to improve the functionality of the system in

preparation for a more extensive transfer. The recent clean-up day resulted in more hard copy

documents being entered into the system and more teams are now using the electronic system

more extensively as the CEO and General Managers reinforce the expectation that this is the

only repository for Council business documents.

Further work has been completed in the last month to embed the initial work of the OGR

program. This has included:

training of the majority of staff in the Community Hub and Administrative building on the new human resource management policies and the revised Performance Planning and Development Plan;

additional policy work on managing conflicts of interest and gifts, benefits and hospitality for Councillors, Council committee members and Council staff;

the commencement of detailed procedure documents to support the completed human resource management policies;

on-going refinement of Council’s overall policy register; and,

the handover and implementation of tools to produce reports on the governance and human resources KPIs.


The Business Transformation Team are now working with Executive to identify a program of

continuous improvement projects for the future beyond the period of the Organisation

Governance and Reform program. This will include ongoing processes for policy familiarisation

and refreshers for new and existing staff, the selection and implementation of systems to

manage a broad range of compliance obligations, and further work with managers and staff to

embed and strengthen a culture of accountability, customer and community focus, clear roles

and responsibilities, open and honest relationships and supporting innovation and change.


The Business Transformation Team works closely with teams and managers in undertaking

its reviews and reports. Staff are actively informed of team activities through the regular staff

newsletter and workshops. The Corporate Leadership Team, as it is settled through the

restructure, will play a leading role in the development of culture plans with their teams. The

OH&S self-assessment workshop involved a number of managers and staff across the

organisation.

FINANCIAL & RESOURCE IMPLICATIONS:

Dedicated Council resources have been allocated to this program to ensure that all of these

matters are resolved in accordance with the timeframes identified in the Action Plan. As the

program completes its projects, and moves into handover phase, one dedicated staff member

has returned to their normal position.

CONCLUSION:

This Action Plan demonstrates a strategy to respond to all shortcomings which have been

identified through the Local Government Investigations and Compliance Inspectorate, and the

Municipal Monitor, and represents a positive future for Central Goldfields Shire Council. The

Action Plan is almost complete and the phase of further embedding systems, processes and

new accountability will continue to the end of the project period

RECOMMENDATION:

That Council note the achievements of the Organisation and Governance Reform Program.


8.3 ADOPTION OF MANAGING CONFLICTS OF INTEREST FOR COUNCILLORS AND COMMITTEE MEMBERS POLICY

Author: Business Transformation Project Officer




SUMMARY/PURPOSE:

This report presents the draft Managing Conflicts of Interest for Councillors and Committee

Members Policy (the Policy) for discussion and adoption by Council.

POLICY CONTEXT:

The relevant Council Plan reference is:

Provide leadership in governance and Council decision making.

This draft Policy contributes to this Council Plan objective by outlining Council’s commitment

to ensuring that decision-making is undertaken in a manner which is not influenced by other

interests. It also guides Councillors by specifying good governance standards and processes

for managing interests which may, or be seen to, compromise such decision-making.


Councils are entrusted with a range of decision making powers so that they can govern in the

best interests of their local communities. To do this Councillors must meet defined standards

of integrity and probity, which includes the need to declare any real, potential or perceived

conflicts of interest.

The Local Government Act 1989 (the Act) requires Councillors to act with integrity, impartially

exercise his or her responsibilities in the interests of the local community and not improperly

seek or confer an advantage or disadvantage on any person.

In consideration of those requirements, s.79 of the Act obliges Councillors to declare any

conflicts of interest in any matters to be considered or discussed by Council.

Additionally, members of special committees of Council (Section. 86 Committees), audit

committees and Section 223 committees are required by the Act to disclose any conflicts of

interest in committee meetings.

Council’s current conflict of interest policy was adopted in 2011 and therefore is due for review.

It applied predominantly to Council staff and did not address the specific obligations of

Councillors and Council Committee members under s. 79 of the Act. The draft Policy presented

with this report is specific to Councillors and Council committee members and is in line with

industry standards and legislative obligations. It is paired with a companion policy which

applies to Council staff.


REPORT:

The intent of the Policy is to:

1. Reinforce expectations within Council of impartial and objective decision-making not

influenced by private interests;

2. Define conflicts of interest in a Council context and assist Councillors and committee

members to be able to identify and declare them;

3. Prevent corrupt conduct and reinforce Council’s values and ethical culture; and

4. Protect the integrity and reputation of Council.

The draft Policy has been informed by the Local Government Act 1989 and the guides Conflict

of Interest – A Guide for Councillors and Conflict of Interest – a Guide for Members of Council

Committees (Department of Planning and Community Development, now Local Government

Victoria, 2012) and the model Conflict of Interest Policy developed by the Victorian Public

Sector Commission.

The Policy defines conflicts of interest and private interests so that Councillors and committee

members are mindful of the various issues that may occur, and assists in identifying actual,

potential or perceived conflict of interest so that the conflict can be declared and managed.

Upon adoption the Policy will be placed on Council’s website, be provided to members of

Council’s Committees and will be included as part of new Councillor Induction materials.


The draft Policy has been reviewed by the Executive Group and the Audit and Risk Committee

for input and the feedback received has been incorporated into the document.


No additional resources are required to implement this policy.

CONCLUSION:

A policy for managing conflicts of interest guides Councillors and Council Committee members

in fulfilling their obligations under the Local Government Act to ensure any other interests

which may influence impartial decision making are dealt with transparently and consistently.

It is a key foundation of ensuring good governance and probity. Council has reviewed and re-

drafted its Policy to be consistent with the requirements of the Local Government Act 1989

and to specifically apply to Councillors and Council Committee members. A process has been

developed for publicising the Policy upon adoption to relevant individuals.

ATTACHMENTS:

1. Managing Conflicts of Interest for Councillors and Committee Members Policy


RECOMMENDATION:

That Council adopts the Managing Conflicts of Interest for Councillors and Committee Members Policy.

Managing Conflicts of Interest for Councillors and Council Committee Members Policy

Category: Governance

Adoption: Council Date:………………

Review Period: Three years

Responsible Manager: Manager Governance

Signed by CEO: ………………………………………

Date: ………………………..

1. Purpose

This policy aims to:

Reinforce expectations within Central Goldfields Shire Council (Council) of impartial and objective decision-making not influenced by private interests;

Define conflicts of interest in a Council context and assist councillors and committee members to be able to identify and declare them;

Prevent corrupt conduct and reinforce Council’s values and ethical culture; and,

Protect the integrity and reputation of Council.

2. Scope

This policy applies to:

Councillors;

Members of committees established by Council under section 86 of the Act;

Members of an audit committee established by Council under section 139 of the Local Government Act 1989 (the Act);

Members of committees established by Council under section 223 of the Act;

Advisory committees.


Warning – uncontrolled when printed – the current version of the document is kept in Council’s Records Management System Printed 24 August 2018 Page 2 of 10

3. Policy

3.1 Defining conflict of interest

3.1.1. Conflicts of interest

Conflicts of interest are conflicts between public duties and private interests. These conflicts can be actual, potential or perceived.

An actual conflict of interest occurs where there is a real conflict between a person’s performance of their duties and responsibilities and their private interests.

A potential conflict arises where a person has private interests that could conflict with their Council duties and responsibilities.

A perceived conflict of interest can exist where a third party could reasonably form the view that a person’s private interest(s) could improperly influence the performance of their duties and responsibilities, now or in the future.

A conflict can arise in relation to avoiding personal losses as well as gaining personal advantage – whether financial or otherwise.

3.1.2 Private interests

Private interests are interests that can have an impact on an individual or group. Private interests not only include a person’s own personal, professional and business interests but also the personal, professional or business interests of individuals or groups with whom they are closely associated or related to.

Whilst the Act does not define ‘friends’ as a category for identifying conflicts of interest, if a situation arises where the interest of someone particularly close to a councillor or staff member will be affected, it is strongly recommended that the councillor or committee member act as if they have a conflict of interest in the matter.

Private interests are essentially of two types – pecuniary and non-pecuniary. Pecuniary interests involve an actual, potential or perceived financial gain or loss. Money does not need to change hands for an interest to be pecuniary. A person may have a pecuniary interest if they (or a relative) own property, shares, have a position in a company or receive benefits or concessions, discounts, gifts or hospitality from a particular source.

Non-pecuniary interests do not have a financial component. They may arise from personal or family relationships, or involvement in sporting, social or cultural activities. They include any tendency toward favour or prejudice resulting from friendship, animosity or other personal interests.

3.2 Principles

Council will apply the following principles to managing conflicts of interest:

1. Decision making will be impartial and objective and not influenced by private interests.

2. Conflicts of interest will be recorded.

3. Decision makers will not be involved in making decisions on matters where they have an actual, potential or perceived conflict of interest.

4. Councillors and members of Council committees will be made aware of their obligations and responsibilities to identify and declare actual, potential and perceived conflicts of interest.



3.3 Identifying conflicts of interest

Councillors and members of Council committees have a responsibility under the Act to identify and disclose conflicts of interest when required to do so.

Councillors and committee members are to remain vigilant to the existence of actual, potential and perceived conflicts of interest involving their private interests. As a guide the following private interests have been identified as areas that may give rise to conflicts of interest:

Financial and economic interests (such as significant liabilities or debts, assets including shares, real estate holdings or investments);

Family or private business interests;

Primary or other employment;

A role on a management board (public or private);

Affiliations with organisation, sporting bodies, clubs and associations;

Affiliations with political, trade union or professional organisations;

The private interests of family members, close friends or business associates;

Relationships with contractors and consultants;

Future employment prospects; or

Associations from previous employment.

Council has identified the following areas of primary risk exposure for conflicts of interest:

Procurement and tendering;

Town Planning;

Recruitment;

Allocation of resources including Council grants;

3.3.1 Council meetings

If a Councillor has a conflict of interest in a matter which is to be considered or discussed at a meeting, the Councillor must, if he or she is attending the meeting:

Disclose the conflict of interest immediately before the matter is considered. The disclosure must include the class of interest, i.e., direct or indirect, as well as describing the nature of the interest;

Notify the Mayor that they are leaving the meeting;

Leave the room and any area where you can see or hear the meeting until the matter has concluded.

Conflict of interest disclosures are recorded in the minutes of the relevant meeting. It is the responsibility of the person making the declaration to ensure that record of the declaration in the minutes is accurate.

3.3.2 Special committees

If a Councillor or committee member has a conflict of interest in a matter which is to be considered or discussed at a meeting, the Councillor or committee member must, if he or she is attending the meeting:



Disclose the conflict of interest immediately before the matter is considered. The disclosure must include the class of interest, i.e., direct or indirect, as well as describing the nature of the interest;

Notify the Chair that they are leaving the meeting;

Leave the room and any area where you can see or hear the meeting until the matter has concluded.

Conflict of interest disclosures are recorded in the minutes of the relevant meeting. It is the responsibility of the person making the declaration to ensure that the record of the declaration in the minutes is accurate.

3.3.3 Audit committees

If a Councillor or member of Council’s Audit committee has a conflict of interest in a matter which is to be considered or discussed at a meeting, the Councillor or member must follow the same procedure as for a Special committee meeting.

3.3.4 Public submissions committees

If a Councillor or member of a committee established by Council to hear public submissions under section 223 of the Act has a conflict of interest in a matter which is to be considered or discussed at a meeting, the Councillor or member must follow the same procedure as for a Special committee meeting.

3.3.5 Advisory committees

If a Councillor or member of a committee established to advise about a particular matter has a conflict of interest in a matter which is to be considered or discussed at a meeting, the Councillor or member must follow the same procedure as for a Special committee meeting.

3.4 Record of conflict of interest

Under section 79 of the Act, the CEO is required to keep written disclosures in a secure place for three years after the date the Councillor or member who made the disclosure ceases to be a Councillor or member of the committee.

4. Managing conflict of interest

Failure by a Councillor or a member of a special committee, audit committee or committee established to hear public submissions under section 223 of the Act, may be an offence that can be prosecuted in a court.

Members of advisory committees are not subject under the Act to the same conflict of interest rules as special committees, however Council still requires that members of advisory committees disclose all conflicts of interest.



5. Roles and Responsibilities

Person/s responsible Accountability

Manager Governance Maintaining records of disclosed conflicts of interest

Maintaining the register of declared interests

Providing advice to Councillors or committee members wanting assistance in identifying or managing a conflict of interest

Receiving complaints about possible breaches of this policy

Ensuring that compliance is monitored and the effectiveness of this policy is reviewed on a regular basis

Chief Executive Officer Implementing policy and procedure for identifying and managing conflicts of interest

Receiving conflict of interest declarations

Oversight of investigation of complaints regarding breaches of this policy

Members of section 86, section 139 (audit), section 223 committees and advisory committees

Being aware of their obligations to avoid conflicts of interest.

Disclosing any conflicts of interest to the Chair at a meeting prior to the matter being discussed

Abstaining from involvement in decisions and actions that could reasonably be seen to be compromised by their private interests or affiliations

Avoiding private action in which they could be seen to have an improper advantage from inside information gained from their position with Council

Not using their position or Council resources for private gain

Ensuring that there can be no reasonable perception that they have received an improper benefit that may influence the performance of their duties

Councillors Being aware of their obligations to avoid conflicts of interest.

Disclosing any conflicts of interest in accordance with sections 77A to 79C of the Act

Abstaining from involvement in decisions and actions that could reasonably be seen to be compromised by their private interests or affiliations

Avoiding private action in which they could be seen to have an improper advantage from inside information gained from their position with Council

Not using their position or Council resources for private gain

Ensuring that there can be no reasonable perception that they have received an improper benefit that may influence the performance of their duties

Ensuring minutes of meetings and records of Assemblies of Councillors accurately reflect the management of conflicts of interest they have declared..

Council Policy approval

Providing resources for policy implementation

6. Human Rights Statement

It is considered that this policy does not impact negatively on any rights identified in the Charter of Human Rights Act (2007). Central Goldfields Shire Council is committed to consultation and cooperation between management and employees. The Council will formally involve elected employee Health and Safety Representatives in any workplace change that may affect the health and safety of any of its employees.



7. Related Policies and Procedures

The following documents refer to Council’s approach to and management of conflicts of interest:

Councillor Code of Conduct

Gifts, Benefits and Hospitality for Councillors and Council Committee Members policy

Managing Conflicts of Interest procedure

Declaration of Conflict of Interest form

8. Relevant Legislation and Guidelines

Local Government Act 1989 Conflict of Interest – A Guide for Councillors Conflict of Interest – A Guide for members of Council committees

DOCUMENT HISTORY (TO BE REMOVED BEFORE SIGNING)

Date Author

Initial Draft 29/6/18 Marita Turner

Final Draft 29/6/18 Mel Rogers

Draft Approved

Review Draft 30/07/18 Marita Turner

Review Final

Approved



Appendix 1 – Definitions of Conflict of Interest (s. 79 of Local

Government Act 1989)

77A Direct and indirect interests

(1) A relevant person has a conflict of interest in respect of a matter if the relevant person has a direct interest or indirect interest in the matter.

(2) A relevant person has a direct interest in a matter if the relevant person has an interest of a kind described in section 77B.

(3) A relevant person has an indirect interest in a matter if the relevant person has—

(a) a close association as specified in section 78; or

(b) an indirect financial interest as specified in section 78A; or

(c) a conflicting duty as specified in section 78B; or

(d) received an applicable gift as specified in section 78C; or

(e) become an interested party as specified in section 78D; or

(f) a residential amenity that may be altered as

specified in section 78E.

(4) A relevant person does not have a conflict of interest in a matter if the direct interest or indirect interest of the relevant person is so remote or insignificant that the direct interest or indirect interest could not reasonably be regarded as capable of influencing any actions or decisions of the relevant person in relation to the matter.

(5) A relevant person does not have a conflict of interest in a matter if the direct interest or indirect interest the relevant person holds—

(a) is held as a resident, ratepayer or voter and does not exceed the interests generally held by other residents, ratepayers or voters; or

(b) is held in common with a large class of persons and does not exceed the interests generally held by the class of persons.

(6) A relevant person does not have a conflict of interest in a matter if the relevant person—

(a) does not know the circumstances that give rise to the conflict of interest; and

(b) would not reasonably be expected to know the circumstances that give rise to the conflict of interest.

77B Direct interest

(1) A person has a direct interest in a matter if there is a reasonable likelihood that the benefits, obligations, opportunities or circumstances of the person would be directly altered if the matter is decided in a particular way.

(2) Without limiting subsection (1), a person has a direct interest in a matter if—

(a) there is a reasonable likelihood that the person will receive a direct benefit or loss that can be measured in financial terms if the matter is decided in a particular way;

(b) the person has, or the person together with a member or members of the person's family have a controlling interest in a company or other body that has a direct interest in the matter.

(3) A person who has a membership in a club or organisation that has a direct interest in a matter—

(a) does not, by reason of that membership, have a direct interest in the matter under subsection (1); and

(b) does not have an indirect interest in the matter, by reason of that membership, unless the person has an indirect interest in the matter under section 78A, 78B or 78C.

(4) In subsection (2), controlling interest has the same meaning as it has in section 72(2) of the Payroll Tax Act 2007.

78 Indirect interest by close association

(1) In this section—



daughter means a biological daughter, step-daughter, adopted daughter, or female child for whom the person has custodial responsibilities;

direct relative means the spouse, domestic partner, son, daughter, mother, father, brother or sister of the person;

domestic partner of a person means—

(a) a person who is in a registered relationship with the person; or

(b) an adult person to whom the person is not married but with whom the person is in a relationship as a couple where one or each of them provides personal or financial commitment and support of a domestic nature for the material benefit of the other, irrespective of their genders and whether or not they are living under the same roof, but does not include a person who provides domestic support and personal care to the person—

(i) for fee or reward; or

(ii) on behalf of another person or an organisation (including a government or government agency, a body corporate or a charitable or benevolent organisation);

family member means—

(a) a spouse or domestic partner of the person;

or

(b) a son, daughter, mother, father, brother or sister that regularly resides with the person;

relative means—

(a) a direct relative of the person;

(b) a direct relative of a person who is the direct relative of the person;

son means a biological son, step son, adopted son or male child for which the person has custodial responsibilities.

(2) A person has an indirect interest by close association in a matter if—

(a) a family member of the person has a direct interest or an indirect interest in a matter; or

(b) a relative of the person has a direct interest in a matter; or

(c) a member of the person's household has a direct interest in a matter.

(3) For the purposes of the definition of domestic partner in subsection (1)—

(a) registered relationship has the same meaning as in the Relationships Act 2008; and

(b) in determining whether persons who are not in a registered relationship are domestic partners of each other, all the circumstances of their relationship are to be taken into account, including any one or more of the matters referred to in section 35(2) of the Relationships Act 2008 as may be relevant in a particular case; and

(c) a person is not a domestic partner of another person only because they are co-tenants.

78A Indirect interest that is an indirect financial interest

(1) A person has an indirect financial interest in a matter if the person is likely to receive a benefit or incur a loss, measurable in monetary terms, as a consequence of a benefit received or loss incurred by another person who has a direct or indirect interest in the matter.

(2) Without limiting subsection (1), a person has an indirect financial interest that is a conflict of interest if—

(a) the person has a beneficial interest in shares of a company or other body that has a direct interest in the matter, except in the circumstances specified in subsection (3);

(b) the person is owed money from another person and that other person has a direct interest in the matter.

(3) If a person, and family members of the person, hold shares in a company or body that has a direct or indirect interest in a matter with a combined total value that does not exceed $10 000 and the total value of issued shares of the company or body exceeds $10 million, the person's indirect financial interest is not a conflict of interest.

(4) Subsection (2)(b) does not apply if the other person is an authorised deposit-taking institution.

(5) For the purposes of determining the value of shares under this section, the share value is to be taken from—



(a) the close of business on the most recent of 30 June or 31 December; or

(b) if the person has lodged an ordinary return since the most recent of 30 June or 31 December, the close of business on the date the return was submitted.

78B Indirect interest because of conflicting duties

(1) A person has an indirect interest in a matter because of a conflicting duty if the person—

(a) is a manager or a member of a governing body of a company or body that has a direct interest in a matter;

(b) is a partner, consultant, contractor, agent or employee of a person, company or body that has a direct interest in a matter;

(c) is a trustee for a person who has a direct interest in a matter.

(2) A person has an indirect interest in a matter because of a conflicting duty if the person held a position or role specified in subsection (1) and, in that position or role, dealt with the matter.

(3) A person does not have an indirect interest because of a conflicting duty if—

(a) the person is, or has been, only an employee in the service of the Crown or of a body established by or under any Act for a public purpose and the person has no current or expected responsibilities as that employee in relation to a matter;

(b) the person only holds a position in a not-for-profit organisation for which the person receives no remuneration and the person was appointed to the relevant special committee of the Council to be a representative of the non-for-profit organisation;

(ba) the person only holds a position, with the Council's approval as a representative of the Council, in an organisation for which the person receives no remuneration;

(c) the person is only a Councillor who holds a position in the Municipal Association of Victoria or in another body that has the purpose of representing the interests of Councils;

(ca) the person is only a member of the Planning Application Committee established under Part 4AA of the Planning and Environment Act 1987 or a member or co-opted member of a subcommittee of that Committee;

(d) the person only holds a position that has been prescribed for the purposes of this section.

78C Indirect interest because of receipt of an applicable gift

(1) In this section, applicable gift means one or more gifts with a total value of, or more than, the gift disclosure threshold, received from a person or persons specified in subsection (2) in the 5 years preceding the decision or the exercise of the power, duty or function but does not include—

(a) reasonable hospitality received by the person at an event or function the person attended in an official capacity as the Mayor, a Councillor, a member of Council staff or a member of a special committee; or

(b) a gift, other than an election campaign donation, that was received by the person more than 12 months before the person became a Councillor, a member of Council staff or a member of a special committee.

(2) A person has an indirect interest in a matter if the person has received an applicable gift, directly or indirectly, from—

(a) a person who has a direct interest in the matter;

or

(b) a director, contractor, consultant, agent or employee of a person, company or body that the person knows has a direct interest in a matter; or

(c) a person who gives the applicable gift to the person on behalf of a person, company or body that has a direct interest in the matter.

(3) For the purposes of determining when a person became a Councillor or member of a special committee under subsection (1)(b), if the person is re-elected or reappointed as a Councillor or a member of a special committee, on completion of his or her term of office, the previous term of office served by that person as a Councillor or member of a special committee must be counted as continuous service with any service completed by the person after the person's re-election or reappointment.



78D Indirect interest as a consequence of becoming an interested party

A person has an indirect interest in a matter if the person has become an interested party in the matter by initiating civil proceedings in relation to the matter or becoming a party to civil proceedings in relation to the matter.

78E Indirect interest because of impact on residential amenity

A person has an indirect interest in a matter if there is a reasonable likelihood that the residential amenity of the person will be altered if the matter is decided in a particular way.


8.4 2017-2021 COUNCIL PLAN REFRESH Author: Acting Manager Governance


Chief Executive Officer


SUMMARY/PURPOSE:

The purpose of this report is to provide Council with the refresh of the current Council Plan

ensuring its relevancy for the life of the Plan. Following a Section 223 process, the refresh of

the Council Plan 2017-2021 is provided to Council for consideration.

POLICY CONTEXT:

Local Government Act 1989 Section 125(7): At least once in each financial year, a Council

must consider whether the current Council Plan requires any adjustment in respect of the

remaining period of the Council Plan.


The 2017-2021 Council Plan was adopted by Council at the 27 June 2017 meeting. This

followed a program of facilitated township meetings.

In March 2018 the Corporate Leadership Team held a workshop to identify areas of

achievement against the 2017-2021 Council Plan.

In April 2018 the Have Your Say Campaign was launched throughout the Shire. This

campaign sought to gather feedback from the community, particularly parts of the community

who historically did not have much input to plans and strategies ensuring that future direction

of the Shire is community driven. The campaign was designed to be simple, inclusive and

mindful of our diverse demographics. The campaign consisted of a post card system with 40

collection points throughout the Shire and social media was also used to gather feedback from

our communities via an online survey. Have Your Say was advertised widely through local

media outlets. Council received 524 submissions from the community. The Have Your Say

Campaign has informed the process of refreshing the 2017-2021 Council Plan to ensure its

relevance.

REPORT:

At the 26 June 2018 Ordinary Meeting of Council resolved:

1. That Council receives and notes the report detailing the actions against the 2017-2021

Council Plan for the past twelve months

2. That Council receives the draft Refresh of the 2017-2021 Council Plan and place the

attached document on public display for a period of 28 days as required under section

223 of the Local Government Act 1989


3. That submissions be received until close of business on 26 July 2018. That a Hearing

Meeting be scheduled for 31 July at 5.30 pm

4. That the Proposed Refresh of the 2017-2021 be presented to Council for consideration

at the next available meeting

The Council Plan 2018-2021 Refresh was placed on display for a period of 28 days. This was

advertised in the local print media, on the Council web site and on Social Media.

Council received one submission. As the submitter did not wish to be heard by Council, the

hearing Meeting scheduled for 31 July 2018 was cancelled. The submission was provided to

Council for consideration.


Initial consultation to develop the 2017-2021 Council Plan and the Have Your Say Campaign

has provided valuable community input to the refresh of the Council Plan with feedback

received from 524 community members.

Council is required to advise the Minister for Local Government of the details of the adjustment

to the Council Plan within 30 days. A person may make a submission under section 223 of

the Local Government Act 1989 on any proposed adjustment to the Council Plan. One

submission was received and considered by Council.


The annual budget includes a four year Strategic Resource Plan which is prepared in line with the initiatives identified in the Council Plan. The refreshed Council Plan includes the updated Strategic Resource Plan from the adopted 2018/19 Budget. Grant funding from the State and Federal Government will be required for some of the initiatives to be delivered.

CONCLUSION:

Actions against the 2017-2021 Council Plan, the original Community Consultation Process

and the results of the Have Your Say Campaign have provided a refreshed Council Plan that

is community driven and relevant for the remaining life of the Plan. One submission was

received and has been considered by Council.

ATTACHMENTS:

1. 2017-2021 Council Plan.

RECOMMENDATION:

That Council: 1. Adopt the refreshed 2017-2021 Council Plan; 2. Advise the Minister for Local Government of the adjustments made to the

Council Plan in accordance with Section 125 (10) of the Local Government Act 1989; and

3. Make the Plan available on Council’s website and at Council’s office.

Central Goldfields Shire CouncilCouncil Plan 2017 – 20212018 REFRESH

The ancestors and descendants of the Dja Dja Wurrung are the traditional custodians of this Country. Council respects and acknowledges the unique Aboriginal cultural heritage within.

OUR PLAN

OUR PLANNING FRAMEWORK

STATEMENT OF ACKNOWLEDGMENT

The Council Plan is developed every four years and reviewed annually. It sets out the strategic direction for the Central Goldfields Shire Council.

It guides our work by setting out priorities and actions towards achieving our vision and transparently outlines how that will be achieved.

The Council Plan 2017-2021 was informed by our community and stakeholders as part of a community consultation process.

Additional community consultation was carried out in 2018 as part of the Have your Say campaign.

More than 500 residents provided feedback via listening posts, postcards and an online survey. We thank everyone for taking the time to provide us with input.

MUNICIPAL STRATEGIC STATEMENT

COUNCIL PLANStrategic Objectives, Strategies,

Indicators and Initiatives

STRATEGIC RESOURCE PLANIncluding Long Term Financial

Plan and Non-Financial Resource

Legislation Stakeholder & Community Engagement

Regional and State Plans

Annual Budget

Council Plans and Strategies

Central Goldfields Shire Council 3

COUNCIL PLAN 2017 – 2021

The Council Plan is one of our most important documents, it drives our decision making and planning for the next three years.

With the appointment of three administrators late 2017 and a new CEO in early 2018, an additional community consultation process was undertaken to inform this refresh of the 2017-2021 Council Plan.

Thank you to the 500 plus residents who provided us with feedback online, via our postcards and by attending our listening posts events at townships across the Shire.

Your feedback has been carefully considered and has been incorporated into our priority areas moving forward.

Our Council Plan identifies four strategic themes, each with a specific objective which will be our primary focus over the next three years:

• Our Community • Our Economy • Our Built and Natural Environment• Our Organisation

Underpinning each of these themes are detailed actions and initiatives which are identified in the Council Plan and complemented by our Annual Budget.

Further to this work we continue our commitment to the Organisation and Governance Reform Program – led by a dedicated project team we continue to respond to and address every matter raised in both the Inspectorate and Municipal Monitor reports.

Thank you for taking the time to read this Council Plan and we look forward to working closely with our community in its delivery.

JOINT MESSAGE FROM CHIEF ADMINISTRATOR NOEL HARVEY AND CEO LUCY ROFFEY

It’s with much pleasure that we present the Central Goldfields Shire Council Plan 2017-2021.

Central Goldfields Shire Council4


Noel Harvey OAM

Noel Harvey has 25 years’ experience in Local Government. He was first elected to the Shire of Kyneton in 1991. He has held the position of Councillor and Mayor at the Shire of Hepburn and the Shire of Macedon Ranges and was Chief Commissioner for the Shire of Hepburn from 1995 to 1997.

Noel has been a board member of the Munic-ipal Association of Victoria, a member of the EPA Enforceable Undertakings Panel, Director for Parks Victoria, North Central Catchment Management Authority, Sustainability Victoria and Director and Deputy Chairman of Coliban Regional Water Corporation and Chairman of the Victorian Mineral Water Committee.

Noel has 15 years of business experience in the tourism industry and is the independent Chairman of the Daylesford & Macedon Ranges Regional Tourism Board since 2012.

In 2004, Noel was presented with an Order of Australia (OAM) in recognition of services to Local Government, regional Victoria and the community of Kyneton.

Karen Douglas

A member of the Wimmera Catchment Man-agement Authority Board since 2006, Karen held the position of Chair from 2011 to 2017.

Karen is a member of a broad-acre cereal cropping family farming enterprise at Beazleys Bridge, Gre Gre and Marnoo.

She spent many years working as a librarian both in the local secondary college and later the Wimmera Regional Library, before joining J R Burns Accounting.

She was Deputy Chancellor of Federation University Australia from 2007 to 2015, is a member and past Chair of the Stawell Regional Health Board, and a member of McCallum Services.

Karen was a Northern Grampians Shire Coun-cillor for nine years, serving four terms as Mayor and was the inaugural Chair of the North Central Local Learning and Employment Network.

The Hon Hugh Delahunty

Born in Murtoa, Hugh began his career as a farmer on his family grain and sheep property.

He went on to work for the Department of Agriculture and Rural Affairs after playing for Essendon in the 1970s.

Hugh has participated in and coached many sports in the Wimmera and is a life member of the Murtoa Football Club.

He was a Councillor and Mayor for the former Horsham City Council (1987–1995, Mayor 1992/93), Chief Commissioner of Mildura Rural City (1995 to 1996), and the first Mayor and a Councillor of the new Horsham Rural City Council (1997 to 1999, Mayor – 1997).

Hugh was elected to State politics in 1999 where he represented the electorates of Wimmera from 1999 to 2002 and Lowan from 2002 to 2014. He served as Minister for Sport and Recreation and Minister for Veteran Affairs from 2010 to 2014.

On Wednesday 13 December, 2017 the State Government announced the appointment of three new administrators for Central Goldfields Shire Council.

Phone 0418 506 283Email [email protected]



OUR COUNCIL



The municipality covers an area of 1,532 square kilometres and has an estimated population of almost 13,000 people.

Central Goldfields Shire is bounded by Loddon Shire in the north, Pyrenees Shire in the west, Mt Alexander Shire in the east and Hepburn Shire to the south.

Maryborough is the shire’s major business centre with a population of around 7,921. Other smaller townships include Bealiba, Carisbrook, Dunolly, Majorca, Talbot, Bowenvale-Timor, Daisy Hill.

All feature iconic heritage architecture and agri-cultural industries are spread across the Shire and include grain, sheep grazing and broiler farming.

The Shire is also home to a number of major manu-facturing, infrastructure, agricultural, freight, printing and food production companies.

Residents have access to affordable housing, a wide variety of health services, schools and recreational facilities.

Municipal Snapshot

Population: 12,995 (ABS 2016)

Area: 1,532km2

Rateable properties: 8,811

Number of employees: 235

Length of sealed roads: 510kms

Length of unsealed roads: 768kms

Central Goldfields Shire townships

Town Population

Bealiba 206

Carisbrook 1,115

Dunolly 893

Maryborough 7,921

Talbot 442

Majorca 211

MARYBOROUGH

TALBOT

CARISBROOK

DUNOLLY

BET BET

BEALIBA

MAJORCA

TIMOR

Located at the geographical centre of Victoria, Central Goldfields Shire is within one hour’s drive of the regional centres of Ballarat and Bendigo and just two hours from Melbourne.

OUR SHIRE



It aimed to give the community of all ages an opportunity to tell us what they love about the Shire, what they imagine for the future of the Shire and what specific outcomes they would like to see. Feedback was provided to us via the following ways:

• Postcards and feedback boxes distributed across the Shire • Online Survey • Listening posts – hosted by our Administrators

Some of the feedback received is included below.

WHAT OUR COMMUNITY TOLD US

What do you love about the Shire?

• The Library, Art Gallery, parks and gardens and friendly people

• The scenery

• Community

• Plenty of space and beautiful parks

• Excellent infrastructure for a small population

• Rich history

What do you imagine for the future of the Shire?

• More services for kids and youth

• A community that sees and treats all of its demographics with the same “fair go” attitude

• More entertainment for youth and more jobs for a stable future

• More job opportunities for parents going back to the workforce

• Industry growth

• Job, Jobs, Jobs… Let’s keep our talented workforce local by creating and encouraging meaningful employment

• Better footpaths, more options for youth

What specific results would you like to see?

• The Skate Park to be upgraded and in a new location

• Job creation, industry, further education opportunities

• More attention given to the footpaths

• Better transport between Maryborough, Bendigo and Ballarat

• Council including small towns/areas in their future plans

• We need disabled change rooms and facilities at the indoor pool

• More engaged youth

More than 500 responses were received as part of Have your Say community engagement process in April.

Question 1 Question 2 Question 3

Your feedback will inform the refresh of the

current Council Plan and other strategic planning work.

Complete the questions on the back of this postcard and return it to us by placing it in

the have your say feedback box located at various locations across the Shire including:

have your say feedback box located at various locations across the Shire including:

have your say

Shire O� ce, Maryborough Regional Library, Dunolly Library, Central Gold� elds Art Gallery,

Maryborough Resource Centre, Community Hub, Shire Depot and Gold� elds Family Centre.

Responses are anonymous. The closing date for feedback is Monday 30 April, 2018.

For more information visit: www.centralgoldfields.com.au

We’re inviting

residents to share

their thoughts

and ideas for the

future of our local

community.



OUR VALUESThese are the behaviours that support our vision. In all our dealings we will:

• Be Innovative – Find new and creative ways; focus on future.

• Work Together – Recognise collaboration and partnerships in meeting our challenges and opportunities.

• Be Respectful, Inclusive and Caring – Listen, consider all viewpoints and embrace and respect diversity and inclusion, that is, bring everyone along for the journey.

• Value Knowledge – As a way of realising our potential and encouraging lifelong learning.

• Be Accountable – By being responsible for our actions and always acting with integrity.

OUR STRENGTHS• Location – less than one hour from Bendigo and Ballarat and two hours from Melbourne • Sub-regional hub – Maryborough provides a significant sub-regional hub of retail,

industry and services for central Victoria • An established manufacturing sector, expanding food processing sector and visitor economy• Key lifestyle infrastructure and services – education, health and recreation • A choice of housing options and affordable real estate including significant heritage homes• Moderate climate• Supportive communities including groups and service clubs• Whole of life stages accommodation • An expanding passenger rail service traversing a designated growth corridor• Heritage backdrop

OUR CHALLENGES• Climate variability • Water• State of the global economy• State of the domestic economy• Impact of digital communications • Demographics of the municipality – slow population growth, ageing population and levels of

disadvantage• Community expectations• Revenue sources and levels

OUR VISION

OUR PURPOSE

“To be a vibrant, thriving, inclusive community.”

“To achieve the best outcomes for the local community and having regard to the long term and cumulative effects of decisions”



Objectives Initiatives

1.1 Build an aspiring community, achieving and living a full life where:• Family Violence is unacceptable in our

community• Children are loved and safe• Everyone has the language and literacy

skills needed• Young people are celebrated as they

strive to reach their full potential• Everyone can learn, earn, achieve and

dream

• Continue delivery of the Go Goldfields program, and work towards program sustainability.

• Advancement of projects in areas of • Early Years Literacy• Engagement of Young People• Addressing Family Violence• Work Readiness

• Develop a 10 year Community Plan• Develop a Gender Equity Policy for the organisation

1.2 Support and encourage volunteerism in the community

• Provide a safe, fun, encouraging and welcoming environment for volunteers and promote the benefits of a volunteer organisation

• Develop a Community Support Policy (including Grants Program) to assist the work of community groups

1.3 Ensure that all of our community, regardless of diversity, can live a full and healthy life.

• Implement Central Goldfields Public Health and Wellbeing Plan• Actively participate in The Healthy Hearts Project • Continue participation with Loddon Campaspe Regional Partnership

1.4 Provide leadership in municipal emergency and fire prevention planning and strengthen public safety

• Coordinate Municipal Emergency Management Plans and Committee• Implement recommendations from flood management plans including flood

mitigation works• Extend and upgrade township CCTV systems

1.5 Facilitate an active and inclusive arts community

• Develop a Community Arts Strategy• Participate in regional cultural programs including the Regional Centre for Culture

1.6 Promote and enhance passive and active recreation

• Develop a Central Goldfields Shire Recreation Plan• Continue to implement priorities from Major Recreation Reserves Master Plans• Implement priorities from the Walking and Cycling Strategy

1.7 Support positive development for residents of all ages and abilities.

• Develop a Municipal Early Years Plan• Facilitate the transition of service delivery models for HACC and NDIS • Implement priorities from the Positive Ageing Strategy• Support positive life opportunities for people living with a disability

1.8 Maximise all forms of connectivity for the community

• Advocate for enhanced passenger rail services• Advocate for improved digital connectivity• Deliver local Community Transport Plan• Implement priorities from the Walking and Cycling Strategy

1 . OUR COMMUNITY

Outcome: A supported, cohesive community, living a full and healthy life.




2.1 Facilitate an environment which is conducive to industry/business growth and employment growth and retention.

• Develop an Economic Development and Tourism Strategy • Develop job creation/retention initiatives • Participate in the development and implementation of Regional Economic

Development Strategies

2.2 Develop a skilled workforce to support economic growth

• Support work readiness initiatives, specifically within the Go Goldfields program

2.3 Promote Central Goldfields as a place of choice to live, work and play

• Review Council’s Population Growth Strategy• Participate in Regional Economic Development Strategies • Advocate for the development of the Maryborough Ballarat (Rail) Growth Corridor• Advocate for a wastewater scheme for Talbot township

2.4 Provide a supportive environment for existing business to prosper

• Include support for existing business in the Economic Development and Tourism Strategy

• Support Committee for Maryborough and other business groups in the Central Goldfields Shire

2.5 Strengthen and facilitate diversification for the Agri-business and food processing sectors

• Update and renew the Food Cluster Strategy• Seek direct and value-adding opportunities in the sector

2.6 Grow the digital capability of the Shire • Encourage NBN connections and advocate for improved NBN services• Continue to advocate to minimise mobile phone black spots• Encourage growth of digital platforms

2.7 Capitalise on tourism and the visitor economy through growth of events and promotion of unique local experiences

• Advance the Goldfields Heritage Development and Opportunity Project towards World Heritage Listing

• Review and update the business and marketing plan for Energy Breakthrough• Identify opportunities for new events in the Central Goldfields Shire

2. OUR ECONOMY

Outcome: A vibrant local economy which contributes to the municipality’s economic prosperity.

10


Central Goldfields Shire Council


3.1 Ensure investment in roads, footpaths and buildings meet community needs now and in the future

• Undertake service planning to establish asset requirements to deliver services• Review and update Asset Management Plans and prepare a 10 year capital works

program• Develop a plan to divest from assets that are surplus to community needs

3.2 Improve the appearance of township entrances and streetscapes

• Renew and update urban design frameworks in the Shire• Collaborate with township tree committees on tree plantings and maintenance

3.3 Protect and enhance the environment while planning for growth

• Review and update the Central Goldfields Planning Scheme and Municipal Strategic Statement

• Develop a Strategic Planning program • Participate in regional environmental projects through the Central Victorian

Greenhouse Alliance• Implement the actions from Council’s Sustainability Plan

3.4 Ensure waste management meets current and future demand and standards

• Review and update Council’s Waste Management Plan• Participate in regional waste projects through the Grampians Central West Waste

and Resource Recovery Group

3.5 Protect and preserve our heritage assets • Implement recommendations from Cultural Heritage Plans for heritage listed buildings

• Seek funding assistance to maintain and preserve heritage assets

3. OUR BUILT AND NATURAL ENVIRONMENT

Outcome: Central Goldfields Shire celebrates the rich built and natural heritage and a sustainable environment.




4.1 Ensure the financial sustainability of Council through efficient and effective delivery of services

• Undertake service planning across the organisation to set sustainable service levels that meet community needs

• Develop a 10 year financial plan• Review budget and financial reporting processes to improve monitoring

of financial performance• Develop a fees and charges policy

4.2 Provide effective and accessible community information and opportunities community contributions to policy and program development

• Implement the Community Engagement Framework• Develop a website that is accessible, easy to use and allows all transactions

to be conducted online

4.3 Provide leadership in governance and Council decision making

• Develop and implement a cultural change program to develop a high performing, customer focused organisation

• Implement recommendations from the Local Government Inspectorate Report• Implement recommendations from Internal Audits completed as part of the

four year Internal Audit Program

4.4 Ensure the health and wellbeing of our staff

• Review and update Occupational Health and Safety policies and practices• Re-establish and support a Health and Wellbeing Committee• Implement health and wellbeing initiatives in the Enterprise Agreement

4. OUR ORGANISATION

Outcome: Central Goldfields Shire is a proactive, well governed, professional and financially sustainable organisation.



This section presents information in regard to the Financial Statements and Statement of Human Resources. The budget information for the year 2018/19 has been supplemented with projection to 2021/22 extracted from the Strategic Resource Plan.

This section includes the following financial statements prepared in accordance with the Local Government Act 1989 and the Local Government Planning and Reporting regulations 2014.

• Comprehensive Income Statement• Balance Sheet• Statement of Changes in Equity • Statement of Cash Flows• Statement of Capital Works• Statement of Human Resources

STRATEGIC RESOURCE PLAN

COMPREHENSIVE INCOME STATEMENT For the four years ending 30 June 2022

ForecastActual

BudgetStrategic Resource Plan

Projections

2017/18$’000

2018/19$’000

2019/20$’000

2020/21$’000

2021/22$’000NOTES

Income

Rates and charges 4.1.1 14,012 14,626 14,992 15,366 15,751

Statutory fees and fines 4.1.2 427 445 452 458 465

User fees 4.1.3 4,547 4,291 4,398 4,508 4,621

Grants – Operating 4.1.4 5,385 7,184 7,364 7,548 7,736

Grants – Capital 4.1.4 6,385 1,211 1,750 750 750

Contributions – monetary 4.1.5 223 144 150 150 150

Net gain/(loss) on disposal of property, infrastructure, plant and equipment

(7) 122 20 20 20

Other income 4.1.6 534 390 400 410 420

Total income 31,506 28,413 29,525 29,211 29,913

Expenses

Employee costs 4.1.7 13,265 12,242 12,487 12,736 12,991

Materials and services 4.1.8 15,432 9,792 9,890 9,739 9,934

Depreciation and amortisation 4.1.9 6,780 6,780 6,848 6,882 6,951

Bad and doubtful debts 26 10 15 15 15

Borrowing costs 174 170 157 113 67

Total expenses 35,677 28,994 29,396 29,485 29,958

Surplus/(deficit) for the year (4,171) (581) 129 (275) (45)

Other comprehensive income

Total comprehensive result (4,171) (581) 129 (275) (45)



BALANCE SHEETFor the four years ending 30 June 2022

ForecastActual


Projections

2017/18$’000

2018/19$’000

2019/20$’000

2020/21$’000

2021/22$’000NOTES

Assets

Current assets

Cash and cash equivalents 4,678 4,672 5,296 6,183 7,132

Trade and other receivables 2,129 2,119 2,013 1,962 2,002

Other financial assets 364 364 371 379 386

Non-current assets classified as held for sale 245 245 100 100 100

Total current assets 4.2.1 7,416 7,400 7,780 8,624 9,620

Non-current assets

Property, infrastructure, plant & equipment 297,610 296,446 295,733 294,180 292,742

Intangible assets 330 330 330 330 330

Total non-current assets 4.2.1 297,940 296,776 296,063 294,510 293,072

Total assets 305,356 304,176 303,843 303,134 302,692

Liabilities

Current liabilities

Trade and other payables 2,054 2,054 2,139 2,180 2,222

Provisions 2,620 2,596 2,604 2,658 2,710

Interest-bearing liabilities 4.2.3 575 564 538 500 500

Total current liabilities 4.2.2 5,249 5,214 5,281 5,338 5,432

Non-current liabilities

Provisions 448 448 457 466 475

Interest-bearing liabilities 4.2.3 3,885 3,321 2,783 2,283 1,783

Other Liabilities 79 79 79 79 79

Total non-current liabilities 4.2.2 4,412 3,848 3,319 2,828 2,337

Total liabilities 9,661 9,062 8,600 8,166 7,769

Net assets 295,695 295,114 295,243 294,968 294,923

Equity

Accumulated surplus 113,807 113,226 113,355 113,080 113,035

Reserves 181,888 181,888 181,888 181,888 181,888

Total equity 295,695 295,114 295,243 294,968 294,923



STATEMENT OF CHANGES IN EQUITY For the four years ending 30 June 2022

TotalAccumulated

SurplusRevaluation

ReserveOther

Reserves

Notes $’000 $’000 $’000 $’000

2018 Forecast Actual

Balance at beginning of the financial year 299,866 118,078 181,438 350

Surplus/(deficit) for the year (4,171) (4,171) - -

Net asset revaluation increment/(decrement) - - - -

Transfers to other reserves 100 - - 100

Transfers from other reserves (100) (100) - -

Balance at end of the financial year 295,695 113,807 181,438 450

2019 Budget


Surplus/(deficit) for the year (581) (581) - -


Transfers to other reserves 4.3.1 - - - -

Transfers from other reserves 4.3.1 - - - -

Balance at end of the financial year 4.3.2 295,114 113,226 181,438 450

2020


Surplus/(deficit) for the year 129 129 - -


Transfers to other reserves - - - -

Transfers from other reserves - - - -


2021







2022









STATEMENT OF CASH FLOWSFor the four years ending 30 June 2022

Forecast Actual


Projections

2017/18$’000

2018/19$’000

2019/20$’000

2020/21$’000

2021/22$’000NOTES

Inflows(Outflows)

Inflows(Outflows)

Inflows(Outflows)

Inflows(Outflows)

Inflows(Outflows)

Cash flows from operating activities

Rates and charges 14,012 14,626 15,099 15,417 15,711

Statutory fees and fines 427 445 452 458 465

User fees 4,547 4,291 4,398 4,508 4,621

Grants – operating 5,385 7,184 7,364 7,548 7,736

Grants – capital 6,385 1,211 1,750 750 750

Contributions – monetary 223 144 150 150 150

Interest received 203 182 180 180 180

Other receipts 331 208 140 140 140

Employee costs (13,265) (12,242) (12,637) (12,886) (13,141)

Materials and services (15,502) (9,792) (10,067) (10,049) (10,233)

Net cash provided by/ (used in) operating activities

4.4.1 2,746 6,257 6,829 6,216 6,379

Cash flows from investing activities

Payments for property, infrastructure, plant and equipment

(6,737) (6,211) (6,135) (5,328) (5,512)

Proceeds from sale of property, infrastructure, plant and equipment

602 693 650 650 650

Net cash provided by/ (used in) investing activities

4.4.2 (6,135) (5,518) (5,485) (4,678) (4,862)

Cash flows from financing activities

Finance costs (174) (170) (157) (113) (67)

Repayment of borrowings (569) (575) (564) (538) (500)

Net cash provided by/(used in) financing activities 4.4.3 (743) (745) (721) (651) (567)

Net increase/(decrease) in cash & cash equivalents

(4,132) (6) 623 887 950

Cash and cash equivalents at the beginning of the financial year

8,810 4,678 4,672 5,296 6,183

Cash and cash equivalents at the end of the financial year

4,678 4,672 5,296 6,183 7,132

Council Plan 2017 – 2021



STATEMENT OF CAPITAL WORKS For the four years ending 30 June 2022

Forecast Actual


Projections

2017/18$’000

2018/19$’000

2019/20$’000

2020/21$’000

2021/22$’000NOTES

Property

Land - 98 - - -

Land improvements 92 16 90 100 100

Total land 92 114 90 100 100

Buildings 123 477 200 250 300

Total buildings 123 477 200 250 300

Total property 215 591 290 350 400

Plant and equipment

Plant, machinery and equipment 788 619 600 600 600

Fixtures, fittings and furniture 61 305 600 375 400

Total plant and equipment 849 924 1,200 975 1,000

Infrastructure

Roads 3,930 2,377 2,425 2,473 2,522

Bridges 494 870 500 500 500

Footpaths and cycleways 114 156 220 220 220

Drainage 848 660 1,200 500 500

Waste management 275 - 250 250 300

Parks, open space and streetscapes 12 203 50 60 70

Off street car parks - 35 - - -

Other infrastructure - 395 - - -

Total infrastructure 5,673 4,696 4,645 4,003 4,112

Total capital works expenditure 4.5.1 6,737 6,211 6,135 5,328 5,512

Represented by:

New asset expenditure 1,218 1,157 1,500 1,500 1,500

Asset renewal expenditure 4,005 2,933 4,335 3,528 3,712

Asset upgrade expenditure 1,514 2,121 300 300 300


Funding sources represented by:

Grants 1,885 1,045 1,750 750 750

Contributions - - - - -

Council cash 4,852 5,166 4,385 4,578 4,762

Borrowings - - - - -




STATEMENT OF HUMAN RESOURCESFor the four years ending 30 June 2022

Forecast Actual

Budget Strategic Resource Plan Projections

2017/18$’000

2018/19$’000

2019/20$’000

2020/21$’000

2021/22$’000

Staff expenditure

Employee costs – operating 13,265 12,242 12,487 12,736 12,991

Employee costs – capital 769 969 988 1,009 1,028

Total staff expenditure 14,034 13,211 13,475 13,745 14,019

FTE FTE FTE FTE FTEStaff numbers

Employees 145.0 145.0 145.0 145.0 145.0

Total staff numbers 145.0 145.0 145.0 145.0 145.0

A summary of human resources expenditure categorised according to the organisational structure of Council is included below:

Department

Comprises

Budget2018/19

$’000

Permanent

Casual$’000

Temporary$’000

Full Time$’000

Part time$’000

Our Community 4,820 1,736 2,945 101 38

Our Economy 1,125 443 682 - -

Our Built and Natural Environment 3,518 3,066 446 - 6

Our Organisation 2,779 2,019 717 - 43

Total permanent staff expenditure 12,242 7,264 4,790 101 87

Capitalised labour costs 969

Total expenditure 13,211

A summary of the number of full time equivalent (FTE) Council staff in relation to the above expenditure is included below:

Department

Comprises

Budget2018/19

PermanentCasual Temporary

Full Time Part time

Our Community 59 20 36 2 1

Our Economy 13 5 8 - -

Our Built and Natural Environment 38 32 6 - -

Our Organisation 25 17 7 - 1

Total permanent staff expenditure 135 74 57 2 2

Capitalised labour costs 10

Total staff 145




8.5 APPOINTMENT OF CARISBROOK FLOOD AND DRAINAGE MANAGEMENT

PLAN IMPLEMENTATION COMMUNITY REFERENCE GROUP

Author: General Manager Infrastructure Assets and Planning


General Manager Infrastructure Assets and Planning


SUMMARY/PURPOSE:

At the June 2018 Council meeting Council approved the:

1. the establishment of the Carisbrook Flood and Drainage Management Plan Implementation Community Reference Group;

2. the terms of reference for the Carisbrook Flood and Drainage Management Plan Implementation Community Reference Group;

3. an expression of interest process to be advertised to the Carisbrook community for membership of the Carisbrook Flood and Drainage Management Plan Implementation Community Reference Group

The Carisbrook Flood and Drainage Management Plan Implementation Community Reference

Group will work with Council staff and the community to effectively and efficiently deliver the

remaining flood management infrastructure and establish good community practices around

flood management.

Five members of the Carisbrook community have expressed an interest in membership of the

Carisbrook Flood and Drainage Management Plan Implementation Community Reference

Group. This report seeks to formalise the membership.

POLICY CONTEXT:

Council Plan

The flood mitigation works in Carisbrook are identified as a key action in the Council Plan 2017 – 2021.


After the 2010/2011 floods the North Central Catchment Management Authority (NCCMA)

received funding from the local, state and commonwealth governments to prepare the

Carisbrook Flood and Drainage Management Plan (the Plan).

The purpose of the Plan is to reduce the impact of future flood events on the township of

Carisbrook.


Works completed to date include the originally agreed section of creek clearing, levy design

and Stages 1 & 2 of levy construction. Stages 3 and 4 of the levy are still to be constructed.

REPORT:

Establishment of a community reference group will ensure a high level of community

knowledge and satisfaction with the implementation of the Carisbrook Flood and Drainage

Management Plan.

The following Carisbrook community members have expressed an interest in membership of

the Carisbrook Flood and Drainage Management Plan Implementation Community Reference

Group:

Ms Alison Teese OAM Mrs Patricia Coutts Mr Keith McLeish

Mrs Helen Broad Mr Hayden Stewart

Each person has direct experience in working with the Carisbrook community and will be in a

position to feedback progress of the implementation of the Carisbrook Flood and Drainage

Management Plan with the community.

Options/Alternatives:

Council could choose not to appoint a Community Reference Group. This would result in a

community that was disengaged with the project, with little understanding of the levy system

and creek clearing program and a degree of dissatisfaction with the outcome.


Through the Community Reference Group Council will continue to engage with the Carisbrook

community about the implementation of the Carisbrook Flood and Drainage Management

Plan.

RESOURCE IMPLICATIONS:

Resourcing of the community reference group will be undertaken by Council officers. Any

expert advice required by Council will be sought when necessary and will be funded from the

project budget given for implementation of the Carisbrook Flood and Drainage Management

Plan.

CONCLUSION

The Carisbrook Flood and Drainage Management Plan Implementation Community Reference

Group will work with council staff and the community to deliver flood mitigation and

management in Carisbrook.

The five Carisbrook community members that have expressed an interest in membership of

the Community Reference Group have direct experience in working with the Carisbrook


community and will be in a position to feedback to the community progress of the

implementation of the Carisbrook Flood and Drainage Management Plan.

ATTACHMENTS:

1. Nil

RECOMMENDATION That Council approve:

1. The appointment of Ms Alison Teese OAM, Mrs Patricia Coutts, Mr Keith McLeish, Mrs Helen Broad and Mr Hayden Stewart to the Carisbrook Flood and Drainage Management Plan Implementation Community Reference Group.


8.6 FEES AND CHARGES FOR MARYBOROUGH RESOURCE CENTRE

Author: General Manager Community Wellbeing


General Manager Community Wellbeing


SUMMARY/PURPOSE:

The purpose of this report is to have Council consider the fees and charges of the Resource

Centre for the 2018/19 financial year.

POLICY CONTEXT:

Council Plan 2017-2021

Our Community

1.1 Build an aspiring community 1.3 Ensure that all of our community, regardless of diversity, can live a full and healthy life

Our Economy

1.2 2.4 Provide a supportive environment for existing business to prosper; 2.6 Grow the digital capacity of our Shire;


Council recently adopted the new 2018/19 Fees and Charges Schedule for the 2018/19

Council Budget. However, due to an administrative error the fees for the Resource Centre,

which contains Tourism and Visitor Services and the Maryborough Regional Library, were not

included in the adopted 2018/19 Council Budget. This report highlights the fees and charges

applicable to the department for adoption into an updated Fees and Charges Schedule.

In line with the 2018/19 Council Budget this year’s increase in fees and charges for the

Resource Centre is 2.5 percent which is in line with the current forecast CPI.

The fee status column in the attached Fee and Charges Spreadsheet refers to the nature of

the fee and will have one of three codes being:

S = Statutory – This means the fee is set by the government and Council has no ability

to change the fee.

F = Full Recovery – This means that the fee or charge is intended to fully recover the

cost for the provision of the good or service.

P = Partial recovery – This means that the revenue from the fees doesn’t recover the

full cost of the good or service. This is appropriate in some circumstances.


REPORT:

The attached schedule of the fees and charges relevant to Council’s Tourism and Visitor

Information Centre department and the Maryborough Regional Library for the 2018/19

financial year. The fees proposed for the Tourism and Visitor Services department fall into

three different initiatives/areas.

1. Central Goldfields Tourism and Visitor Services Partnership Program (also including a Digital Subscription Fee for the new Regional Tourism Website) – fees proposed for 2019 Partnership Program. Levels of partnership include:

a. Premium Partnership

b. Essentials Partnership

c. Not-for-profit Partnership

d. Regional Partnership

e. A Digital Subscription fee for operators who are not current members to be included on the new Regional Tourism Website. This is an annual fee invoiced to these operators signed up to participate.

2. Maryborough and Surrounds Official Visitor Guide (OVG) Advertising – proposed advertising fees to be included in the upcoming Maryborough and Surrounds Official Visitor Guide due late 2018. Fees for the Official Visitor Guide are biannual fees and have been increased from the previous OVG as shown in the table below. Fees are dependant and differentiated by advertisement size and placement within the OVG.

3. Venue/Room Hire at the Maryborough Resource Centre - Hire fees for the exhibition hall, meeting rooms and office at the Maryborough Resource Centre are proposed. These have been based off the same fees used for the Maryborough Community Hub. Not-for-profit community groups can hire the spaces at a community rate, in line with other Council buildings such as the Community Hub.

The fees for the Maryborough Regional Library are mainly administrative and relate to user

pays services such as copying, scanning and faxing. There are also various other minor fees

relating to the library operations including replacement card, lost books, library bags and

reservations.


These initiatives and fees have been delivered and communicated to local

industry/operators/library users and Resource Centre users in the past.


The fees set for the Tourism and Visitor Services Partnership Program and the Maryborough

and Surrounds Official Visitor Guide are on a direct cost recovery basis. The Maryborough

Regional Library fees support the administrative operations of the library.


CONCLUSION:

The fees and charges applicable to the Tourism and Visitor Services department and the

Maryborough Regional Library are existing fees and charges that have been set and agreed

on previously, with the exception of the new Tourism Digital Subscription Fee. These updated

fees have been set using the expected CPI increase of 2.5% as a starting base. Some fees in

the Tourism department have been rounded up to the nearest $5-$10.

ATTACHMENTS:

1. Proposed fees and charges for Tourism and Visitor Services Department and the Maryborough Regional Library

RECOMMENDATION: That the fees and charges for the Tourism and Visitor Services Department and the Maryborough Regional Library be adopted and added to the 2018/19 Fees and Charges Schedule in the 2018/19 Council Budget.

Visitor Information Centre – Fees and Charges 2018-2019

Fee GSTFee Type

Proposed 2018-19 Fee

Additional Information

Tourism Membership - Premium Y P $615.00

Tourism Membership - Essential Y P $310.00

Tourism Membership - Not-for-profit Y P $155.00

Tourism Membership - Regional Member

Y P $125.00

Annual Digital Subscription Fee Y P $88.00 Annual digital fee to join new Regional Tourism Website

OVG Advertising - Inside front/backcover

Y F $1,435.00

OVG Advertising - Back cover Y F $1,695.00

OVG Advertising - Full Page Y F $1,130.00

OVG Advertising - 1/2 Page Y F $680.00



Resource Centre Meeting Room/Foyer - Other users

Y P $25.70 Per hour. Maximum of $150.00 per day

Resource Centre Meeting Room/Foyer - Not-for-profit

Y P $11.50 Per hour. Maximum of $60 per day

One hour guided bus/walking tour - $5.00 per person

Y F $5.00 Per person

Half day bus tour Y F $15.00 Per person – excludes any entry fees to attractions/venues and any bus hire costs

Full day Bus Tour Y F $30.00 Per Person– excludes any entry fees to attractions/venues and any bus hire costs

Photo-copying Black and white A4 Y F $0.25 Per page

Photo-copying Black and white A3 Y F $1.00 Per page

Photo-copying Colour A4 Y F $1.00 Per page

Photo-copying Colour A3 Y F $2.00 Per page

Fax/scanning Y F $1.50

Maryborough Regional Library - Fees and Charges 2018-2019

Fee GSTFee Type

Proposed 2018-19 Fee

Additional Information

Book Club RegistrationInstitution

Y F $150.00

Fines N F $0.25

Lost Card Y F $2.10

Library Bags Y F $3.00

Photocopy A4 B&W Y F $0.25 Per page

Photocopy A3 B&W Y F $0.50 Per page

Photocopy A4 Colour Y F $1.00 Per page

Photocopy A3 Colour Y F $2.00 Per page

Fax - sending Y F $1.50

Fax - receiving Y F $0.20 Per page

Processing fee - lost books Y F $6.00

Reservations/ILL Y F $2.50

Reservations/ILL - Tertiary Y F $19.00

ORDINARY COUNCIL MEETING - Central Goldfields · 8/28/2018 · 8.3 GO GOLFIELDS STORY SEATS The...

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