Council Agenda - August 31

AGENDA
Ordinary Meeting of Council

6.00pm Wednesday 31 August 2016
*** Broadcast live on Phoenix FM 106.7 ***

Question time at the formal Council Meeting will be limited to written questions received
before 12 noon on the day of the meeting. The questions will be read by a Council
representative and answered by the Mayor. There will not be an opportunity for questions to
be asked from the floor.
VENUE:
Reception Room,
Bendigo Town Hall,
Hargreaves Street, Bendigo
NEXT MEETING:
Wednesday 21 September 2016
Bendigo Town Hall
Copies of the City of Greater Bendigo Councils Agendas & Minutes
can be obtained online at www.bendigo.vic.gov.au
PAGE 1
This Council Meeting is conducted in accordance with Local Law

No. 8. It is an offence for any person to engage in improper or
disorderly conduct at the meeting.
Council Vision
Greater Bendigo - Working together to be Australia's most liveable regional city.
Council Values
Council wants the community to continue to have reason to be proud of the city and will
do this through:
Transparency - Information about Council decisions is readily available and easily

understood;
Efficiency and effectiveness - Council provides services based on evidence of
need and demonstrates continuous improvement in the delivery of services;
Inclusion and consultation - Council uses a range of engagement strategies to
ensure community members can understand and take part in discussion that
informs the development of new strategies and actions;
Clear decisive and consistent planning - In a rapidly growing municipality, Council
undertakes to plan effectively for our long-term future;
Respect for community priorities and needs - Council will advocate for improved
services for community members and will consider community impact and
feedback the decisions it makes.
Themes
1.
Planning for Growth
2.
Presentation and Vibrancy
3.
Productivity
4.
Sustainability
5.
Leadership and Good Governance
PAGE 2
ORDINARY MEETING
WEDNESDAY 31 AUGUST 2016
ORDER OF BUSINESS:
ITEM
PRECIS
PAGE
ACKNOWLEDGEMENT OF COUNTRY
PRAYER
PRESENT
APOLOGIES
SUSPENSION OF STANDING ORDERS
PUBLIC QUESTION TIME
RESUMPTION OF STANDING ORDERS
CR COX'S REPORT
DECLARATIONS OF CONFLICT OF INTEREST
CONFIRMATION OF MINUTES
1.
PETITIONS AND JOINT LETTERS
2.
PLANNING FOR GROWTH
10
2.1
Planning Scheme Amendment C229 - Proposed Interim

Heritage Controls for Epsom Primary School, 31 Howard
Street, Epsom
10
2.2
41 Gladstone Street, Quarry Hill - Demolish Outbuilding,

Subdivide Land into 2 Lots and Construction of a Two
Storey Dwelling
17
2.3
Greater Bendigo Housing Strategy
33
2.4
CT000277 - Bendigo Tennis Centre Redevelopment
48
2.5
CT000280 - Management of Aquatic and Leisure Facilities
55
3.
PRESENTATION AND VIBRANCY
63
3.1
Greater Bendigo Public Space Plan
63
3.2
Awarding of Contract No: CT000274 for Garden for the

Future - Bendigo Botanic Gardens
71
3.3
Rural Communities Strategy
75
PAGE 3
3.4
Final Cultural Diversity And Inclusion Plan (CDIP)
82
3.5
HACC - Food Services Feasibility Study
91
3.6
HACC - Property Maintenance Feasibility Study
107
4.
PRODUCTIVITY
122
5.
SUSTAINABILITY
123
5.1
Awarding of Contract No: CT000278 for Resealing of

Various Roads
123
5.2
Adoption of the Greater Bendigo Environment Strategy

2016-2021
126
6.
LEADERSHIP AND GOOD GOVERNANCE
149
6.1
Record of Assemblies
149
7.
URGENT BUSINESS
154
8.
NOTICES OF MOTION
155
8.1
Notice of Motion: Memorial for the Late Daryl Mc Clure
155
9.
COUNCILLORS' REPORTS
156
10.
MAYOR'S REPORT
156
11.
CHIEF EXECUTIVE OFFICER'S REPORT
156
12.
CONFIDENTIAL (SECTION 89) REPORTS
156
12.1
Confidential Report in accordance with Section 89(2)d) of

the Local Government Act 1989, relating to a contractual
matter.
156
12.2
Confidential Attachment in accordance with Section

89(2)d) of the Local Government Act 1989, relating to a
contractual matter.
156
12.3
Confidential Attachment in accordance with Section

89(2)d) of the Local Government Act 1989, relating to a
contractual matter.
156
____________________________
CRAIG NIEMANN
CHIEF EXECUTIVE OFFICER
PAGE 4
Ordinary Meeting - 31 August 2016
ACKNOWLEDGEMENT OF COUNTRY
PRAYER
PRESENT
APOLOGIES
SUSPENSION OF STANDING ORDERS

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

Public Question Time Guidelines
Public Question Time Purpose
Council has provided the opportunity for members of the public to lodge written questions
of broad interest to Council and the community. Matters relating to routine Council works
should be taken up with Councils Customer Service Officers through its Customer
Request System.
Question time will be limited to written questions received before 12 noon on the
day of the meeting. The questions will be read by a Council representative and
answered by the Mayor.
No questions relating to planning matters on the Agenda will be accepted. By the time
planning matters have reached the council agenda, they have been through an extensive
process as required by the Planning and Environment Act. In addition, in most instances
mediation has been held between the parties involved. Throughout the process there are
many opportunities for people to ask questions.
Public Question Time Where, When And Who
The public question time is held at every Ordinary Meeting of Greater Bendigo City
Council. Meetings of Council commence at 6.00pm in the Reception Room, Bendigo
Town Hall, Hargreaves Street, Bendigo.
The public question time is held at the start of the meeting as close as practical to
6:00pm. A maximum of 30 minutes has been provided for registered written questions.
PAGE 5
Acceptance of Questions
Councils Meeting Procedure Local Law does not allow for other questions or comments
during the remainder of the meeting.
1.
An individual may only lodge one question per meeting.
2.
In the event that the same or similar written question is raised by more than one
person, an answer may be given as a combined response.
3.
In the event that time does not permit all written questions registered to be
answered, questions will be answered in writing or referred to the next meeting if
appropriate.
4.
The Mayor and or CEO have the right to decline registration on basis of:
Legal proceedings;
More appropriately addressed by other means;
Vague or lacking in substance, irrelevant, frivolous, insulting offensive,
improper, defamatory or demeaning;
Answer likely to compromise his / her position;
Confidential, commercial-in-confidence.
5.
Each individual whose written question has been accepted or declined will be
advised by early afternoon on the day of the scheduled meeting.
6.
In the event of a written question being declined the question will be circulated to
the Council for information.
RESUMPTION OF STANDING ORDERS

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

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

indirect interest by close association
indirect interest that is an indirect financial interest
indirect interest because of conflicting duties
indirect interest because of receipt of an applicable gift
indirect interest as a consequence of becoming an interested party
indirect interest as a result of impact on residential amenity
conflicting personal interest
A Councillor who has declared a conflict of interest, must leave the meeting and
remain outside the room while the matter is being considered, or any vote is taken.
Councillors are also encouraged to declare circumstances where there may be a
perceived conflict of interest.
PAGE 7
CONFIRMATION OF MINUTES
Minutes of the Ordinary Meeting of Wednesday 10 August 2016.
The following items were considered at the Ordinary Council meeting held on
Wednesday 10 August 2016 at 6:00pm.
Petition: Request for Sealing of Myrtle Creek Road, Axe Creek

Planning Scheme Amendment C221 - Bendigo Urban Flood Study - Consider
Submissions and Refer to Panel
Ministerial Planning Scheme Amendment GC49 - Hospital Helicopter Flight Path
Protection - For Information and Support
1/93 Garsed Street, Bendigo - Partial Demolition (Roof Trusses and Rear Wall)
440 Sedgwick Road, Sedgwick - The Subdivision of Land into 2 Lots
Review of Planning Fees - Submission by the City of Greater Bendigo
Future Use of Crown Land at Victoria Street, Eaglehawk
Kamarooka and District Community Plan
Barrack Reserve Redevelopment
Report of the Independent Arbiter
Review of the Local Government Act - Directions Paper Submission - July 2016
Change to Bushfire Place of Last Resort - Neighbourhood Safer Place at Canterbury
Park, Eaglehawk
Record of Assemblies
Contracts Awarded Under Delegation
Three (3) Section 89 Confidential Reports/Attachments
The unconfirmed minutes have also been posted on the City of Greater Bendigo website
pending confirmation at this meeting.
RECOMMENDATION
That the Minutes of the Ordinary Meeting of Council held on Wednesday 10 August
2016, as circulated, be taken as read and confirmed.
PAGE 8
1.
PETITIONS AND JOINT LETTERS
Nil.
PAGE 9
Planning for Growth - Reports
2.
PLANNING FOR GROWTH
2.1
PLANNING SCHEME AMENDMENT C229 - PROPOSED INTERIM

HERITAGE CONTROLS FOR EPSOM PRIMARY SCHOOL, 31
HOWARD STREET, EPSOM
Document Information
Author
Emma Bryant, Co-ordinator Amendments & Heritage
Responsible
Director
Prue Mansfield, Director Planning & Development
Summary/Purpose
Amendment details:
Officers have written to the Minister for Planning requesting

that interim heritage controls be placed on the original
Epsom Primary School building, which is proposed to be
demolished by the Department of Education and Training.
The building was constructed in 1881 and has been
identified in the recently completed White Hills and East
Bendigo Heritage Study Stage 2, 2016 as locally significant.
The interim heritage overlay would apply while the
permanent heritage overlay is publicly exhibited as part of
the amendment introducing the Study.
Proponent:
City of Greater Bendigo and Minister for Planning
Key issues:
Protecting heritage places.

Developing education infrastructure.
Recommendation:
That Council endorse the actions of the Acting Director of

Planning and Development in seeking interim heritage
protection from the Minister for Planning.
Policy Context
City of Greater Bendigo Council Plan 2013 2017 (2016-2017 Update)
Planning for Growth
Greater Bendigo plans for the needs of our growing population through the
preparation of long-term strategies and the development of major new assets and
supporting infrastructure.
PAGE 10
Presentation & Vibrancy

Greater Bendigo is a community that values its heritage, arts facilities and major
events and supports arts and cultural experiences.
Sustainability
The history, unique heritage, streetscapes and buildings of Greater Bendigo are
conserved, restored, celebrated and managed wisely for the long term.
Background Information
The City of Greater Bendigo received a building application to demolish the original
Epsom Primary School red brick building on 28 July 2016. The City has 15 business
days to make a decision on the application. The application can only be refused if there
is a heritage overlay on the building or if the Director of Planning and Development
requests an interim heritage overlay.
The Department of Education and Training wants to demolish all the buildings on the site
to build a completely new school, however no new buildings are proposed to go on the
site of the old building.
The City contacted the school principal and the project manager to discuss the
application and to ask whether the application could be withdrawn, at least while it was
being negotiated and discussed. The application was not withdrawn and so the interim
heritage overlay was requested.
The Epsom Primary School building along with four elm trees, has been identified as
being of local heritage significance, in the White Hills and East Bendigo Heritage Study,
Stage 2, 2016 (WHEB) (Refer to attached citation). The brick building with dressed
granite footings dates from 1881 and the Department of Education added a small cloak
room and entry to the western side in 1915 as the result of lobbying from the School
Committee.
The citation makes a clear and strong case for the historic, aesthetic and social
significance of the trees and the building to the school and to the City of Greater
Bendigo. The building is in good condition and is currently being used by the school.
The siting of the building, on the edge of the property, is ideal for retaining the building
while allowing for the flexible redevelopment of the rest of the site. In fact one
development option did include retention. The new school buildings as proposed can be
built without the demolition of the original school building or the trees.
The school building is highly visible from the road and gives an immediate indication of
the longevity of both the school and Epsom. It is a modest cousin of the suite of State
heritage listed red brick school structures treasured by Bendigo and establishes a visual
link to the earliest days of Epsom Township. There are only seven existing Heritage
Overlays within the vicinity with a further three buildings proposed for new overlays by
the WHEB Study Stage 2. Although Howard Street has several buildings of a similar
period to the original school building, none of them are intact or of adequate integrity to
warrant an overlay. The school building is one of the few buildings in the area which is
largely intact externally and tells a clear storey of the development of the area.
PAGE 11
It is proposed to exhibit the planning scheme amendment to introduce overlays to the

places in the heritage study, including this one in November of this year. The
amendment is about to be submitted to the Minister for Planning for authorisation.
Figure 1: The building proposed to be demolished.
Previous Council Decisions

20 July 2016 Council resolved to:
1.
Adopt the White Hills and East Bendigo Heritage Study - Stage 2, 2016.
2.
Request the Minister for Planning to authorise Council to prepare Amendment C223
to the Greater Bendigo Planning Scheme.
3.
When Authorised by the Minister, exhibit Amendment C223
Report
An Explanatory Report is attached and details the purpose, effect of the Amendment and
provides the strategic justification for the Amendment as required. Key issues identified
in the Explanatory Report are summarised below.
Land affected by the Amendment
The land affected by the amendment is part of 31 Howard Street, Epsom. It contains the
original red brick building of the Epsom Primary School and the four associated elm trees
and is 375 square metres in size.
PAGE 12
Figure 2: An aerial photo of the affected land (shown in red). In yellow is the whole school site.
What the amendment does

The amendment applies an interim Heritage Overlay (HO913) on part of 31 Howard
Street, Epsom to protect the original school building and the associated four elm trees.
Why the amendment is required
The amendment is needed to protect the heritage values of the red brick building and the
four elm trees, which have been assessed as having local heritage significance, while a
permanent heritage overlay is exhibited and considered by the community. It is one of
only 3 places recommended for local heritage protection in Epsom in the recent heritage
study, with only seven already protected in the Planning Scheme in Epsom and Ascot.
Although the Minister for Education is exempt from the need to obtain a planning permit
under section 16 of the Planning and Environment Act, the Minister is expected to
consult with the relevant local government where planning controls apply.
Social, economic and environmental impacts
This amendment will have a positive environmental effect as it will encourage the
retention and reuse of a structurally sound and historic building, reducing the need to use
new materials.
The Burra Charter states Places of cultural significance enrich peoples lives often
providing a deep and inspirational sense of connection to community and landscape, to
the past or to lived experiences They are irreplaceable and precious. The Epsom
Ascot area has very few protected places to establish this sense of connection and
belonging. The school building is especially important as it relates to childhood and
provides an enduring focal point for the local community.
PAGE 13
Retaining this heritage building will provide a positive social benefit to the school
community and to the broader community by providing a link to the past and providing
richness and diversity to the built environment. It can help to teach the students and
encourage respect of the history of the school and its role in community education.
Strategic Justification Planning Context
The amendment supports and implements the Loddon Mallee South Regional Growth
Plan, 2014 by addressing Principle 6: Protect and enhance our natural and built
environment, of the plan which states that settlement growth and development will occur
in sympathy with environmental and heritage assets. The amendment, by identifying
and protecting our cultural heritage assets implements a key future direction of the
growth plan by protecting identified visually important landscapes, and cultural and built
heritage places.
The Amendment is also supported by the following clauses in the Greater Bendigo
Planning Scheme:
State Planning Policy Framework (SPPF)
Clause 15 (Built Environment and Heritage) states that planning should ensure all new
land use and development appropriately responds to its landscape, valued built form and
cultural context, and protect places and sites with significant heritage, architectural,
aesthetic, scientific and cultural value.
Clause 15.01-5 (Cultural identity and neighbourhood character) has as objective to
recognise and protect cultural identity, neighbourhood character and sense of place.
The original red brick building and the elm trees at 31 Howard Street have been
identified as being of local heritage significance to the municipality of Greater Bendigo.
Local Planning Policy Framework (LPPF)
Clause 21.08 (Environment) establishes the heritage significance of Greater Bendigo
through the Greater Bendigo Thematic Environmental History, 2013 and sets the
framework for protecting heritage places.
The objectives of this clause which are relevant to heritage and as listed at clause 21.082 are:
To protect and enhance the municipalitys heritage for future generations,
To encourage the appropriate reuse of heritage buildings and;
To encourage compatible development adjacent to heritage places and features.
The amendment is consistent with this clause because it proposes to protect this building
and trees of local heritage significance.
The amendment is also consistent with Clause 22.06 (Heritage Policy). The objectives
of this clause are:
To ensure that Greater Bendigos heritage assets are maintained and protected.
PAGE 14
To ensure that new land uses and developments are sympathetic with the
appearance and character of heritage places.
To encourage sympathetic reuse of heritage places so that such places are
maintained and enhanced.
The White Hills and East Bendigo Heritage Study - Stage 2, 2016 (adopted by Council),
recommends that the Heritage Overlay should be applied only to the original red brick
building and the four elm trees or to an area measuring 15 X 25 metres because this is
the only part of the site which is of heritage significance. This area represents
approximately only 2.2% of the total area of the site. From this recommendation, most of
the site remains available for redevelopment.
Heritage Victoria in its Review of Criteria and Thresholds for inclusion of places on the
Heritage Overlay recommended that buildings from the period 1880 1914 be retained
where possible, particularly if they are good representative examples.
Consultation/Communication
During the study, the heritage consultants and the Citys Heritage Planner talked to the
previous principal and other staff members about the significance of the building.
The City's Planning Department has been consulting with the applicant, the school
principal and the project manager to try and negotiate a compromise. The broader
community will be consulted about the amendment to put a permanent Heritage Overlay
on the building.
Conclusion
The White Hills and East Bendigo Heritage Study Stage 2, 2016 adopted by Council has
determined that this building and the four elm trees associated with it have local heritage
significance to the municipality and should be protected in the Greater Bendigo Planning
Scheme by the application of a Heritage Overlay. The building and the trees can be
accommodated within any future redevelopment of the site because of their location on
the edge of the site.
The retention of the old school building would not compromise the proposed school
redevelopment and in fact would complement it.
It is recommended that Council endorse the Directors request for an interim Heritage
Overlay from the Minister for Planning and seek authorisation to prepare and exhibit a
permanent Heritage Overlay to enable retention of the building and of the trees.
Options
Council has the following options:
Endorsing the Directors request to the Minister for Planning for interim heritage
controls on part of 31 Howard Street, Epsom (as recommended by officers);
Not endorsing the interim Amendment request.
PAGE 15
Resource Implications
The City would have to pay statutory fees of approximately $2,000 to the Minister for
Planning for seeking interim heritage controls.
Attachments
Citation (31 Howard Street Epsom)
Draft Explanatory Report
RECOMMENDATION
That the Greater Bendigo City Council resolve to endorse the actions of the Acting
Director of Planning and Development in seeking interim heritage protection from the
Minister for Planning for part of 31 Howard Street, Epsom.
PAGE 16
2.2
41 GLADSTONE STREET, QUARRY HILL - DEMOLISH

OUTBUILDING, SUBDIVIDE LAND INTO 2 LOTS AND
CONSTRUCTION OF A TWO STOREY DWELLING
Author
Shannon Rosewarne, Senior Planner
Responsible
Director
Prue Mansfield, Director Planning & Development
Summary/Purpose
Application details:
Demolish outbuilding, subdivide land into 2 lots and

construction of a dwelling (two storey)
Application No:
DSD/692/2014
Applicant:
Udevelop Property Development Consultancy
Land:
41 Gladstone Street, QUARRY HILL 3550
Zoning:
General Residential Zone
Overlays:
Heritage Overlay 30
No. of objections:
Key considerations:
Whether the proposal accords with planning policy.

Whether the proposal represents and appropriate outcome
with reference to the Residential Character Policy and
ResCode.
Whether the proposal respects the heritage values of the
precinct.
Conclusion:
The application is recommended for refusal on the basis that

it represents an unacceptable planning outcome with regard
to neighbourhood character, ResCode, Councils Heritage
Policy and the Heritage Overlay.
Policy Context
City of Greater Bendigo Council Plan 2013 2017 (2016-2017 Update)
Planning for Growth
Planning ensures residents have access to diverse, affordable and sustainable
housing choices.
PAGE 17
Presentation & Vibrancy

Greater Bendigo is a community that values its heritage, arts facilities and major
events and supports arts and cultural experiences.
Sustainability
The built and natural qualities that make Greater Bendigo an attractive and appealing
place are valued and conserved.
A previous planning permit application (DSD/964/2013) for a similar proposal was
refused by Council on 3 June 2014, on the basis that the proposal would have an
adverse impact on the significance of the place, contrary to local planning policies and
the Heritage Overlay. The proposal failed to respect the existing and preferred
neighbourhood character and did not comply with Clause 55 of the Greater Bendigo
Planning Scheme.
This previous proposal was for a two storey dwelling of a contemporary design which
included a Colourbond pitched skillion roof form. Materials included dark brown brick at
ground floor level, grey and white prefabricated panelling at first floor level with
aluminium framed windows and doors. The proposed lots were the same size as this
current proposal.
This current application was received on 24 September 2014, and the applicant was
directed to give notice on 19 January 2015 once further information had been received,
but has not returned the statutory declaration declaring that they have advertised the
application, despite a number of requests. The applicant was also advised about
concerns with the proposal.
Report
Subject Site and Surrounds
The site is an irregular shaped parcel of residential land located on the south-eastern
side of Gladstone Street, Quarry Hill. The site has a frontage of 16.77 metres to
Gladstone Street, an average depth of 30.5 metres and a rear abuttal to Hoskins Street
of 16.94 metres. The site has an area of approximately 494 square metres.
Hoskins Street is characterised by a narrow road reserve with a footpath on one side and
bluestone kerbing. The street provides rear access to a number of properties that front
Gladstone Street and Olinda Street, with only two other dwellings fronting Hoskins
Street.
The site is developed with a single storey dwelling which was constructed in 1967. The
dwelling is characterised by a pitched gable roof and brick veneer cladding with a carport
incorporated under the roofline of the dwelling, on the south western side. A small
outbuilding is located at the rear of the dwelling. Access to the site is via a crossover on
Gladstone Street, with rear access also available off Hoskins Street, although no
formalised vehicle crossing has been constructed.
PAGE 18
Adjoining properties to the west, south east and north east all contain single storey
dwellings. The two adjoining properties to the west were constructed in 1900 and 1930
respectively according to Councils records, with both contributing to the heritage
character of the area. The dwelling opposite, to the south (fronting Olinda Street), was
constructed in 1885, with properties further east on Olinda Street also of heritage
significance. The dwelling abutting the subject land to the north east (facing Gladstone
Street) dates to 1974.
The wider precinct holds a noticeable heritage character which is reflective of Bendigos
early settlement. Land to the southern side is mostly residential in nature, except for the
Quarry Hill Bowls Club, which is located 50 metres south of the subject land. The
Bendigo Railway Station is located on the northern side of Gladstone Street, and this site
contains rail yards and a range of railway infrastructure, sheds and sidings.
Figure 1: Location map showing subject site.
Proposal
The proposal involves the demolition of an outbuilding, construction of a modern two
storey dwelling and front fence, and a two lot subdivision of the land.
The proposed dwelling will front Hoskins Street and will comprise a meals/lounge/kitchen
area, laundry, powder room and single garage on the ground floor and 2 bedrooms,
bathroom, lounge area and balcony on the first floor.
The dwelling would be constructed of brick veneer at ground floor level with prefabricated
panel cladding to the first floor. The brick would be a dark brown and the cladding will be
grey and white. It will feature a hipped roof form in grey Colourbond.
The proposed front fence will be constructed of brick pillars, with brick and steel picket
infill, to a maximum height of approximately 2 metres.
PAGE 19
Some alterations to the existing dwelling are required, being removal of a bedroom
window and installation of a new window, and the removal of the eave on the rear of the
dwelling. These works do not trigger a permit under the Heritage Overlay due to
exemptions that apply in this instance.
The subdivision will create lots with the following areas:
Lot 1 (existing dwelling) 349 square metres
Lot 2 (proposed dwelling) 151 square metres
Figure 2: Proposed site layout
PAGE 20
Figure 3: Proposed floor plans
Figure 4: Proposed elevations
PAGE 21
Figure 5: Streetscape elevation including proposed front fence
Planning Controls - Greater Bendigo Planning Scheme

The subject site is zoned General Residential Zone and is affected by Heritage Overlay
30. A permit is required to subdivide land under Clause 32.08-2 and for two or more
dwellings on a lot under Clause 32.08-4 of the General Residential Zone, and to
subdivide land, construct a building and carry out works, and construct a fence under
Clause 43.01-1 of the Heritage Overlay.
The following clauses are relevant in the consideration of this proposal:
State Planning Policy Framework
Clause 11 - Settlement
Clause 11.05 - Regional development
Clause 11.12 - Loddon Mallee South Regional Growth Plan
Clause 15.01-5 - Cultural identity and neighbourhood character
Clause 15.03-1 - Heritage conservation
Clause 16 - Housing
Municipal Strategic Statement
Clause 21.01 - Municipal profile

Clause 21.02 - Key issues and influences
Clause 21.04 - Strategic directions
Clause 21.05 - Compact Bendigo
Clause 21.08 - Environment (Heritage)
Clause 21.10 - Reference documents
Local Planning Policies

Clause 22.06 - Heritage policy
Clause 22.21 - Quarry Hill Residential Character Policy (Precinct 1)
Zone
Clause 32.08 - General Residential Zone
PAGE 22
Overlays
Clause 43.01 Heritage Overlay
Other Provisions
Clause 52.06 Car parking

Clause 55 Two or more dwellings on a lot
Clause 56 Subdivision
Clause 65 Decision guidelines
Referrals
The following internal departments have been consulted on the proposal:
Traffic & Design
No objection subject to conditions
Drainage
No objection subject to conditions
Heritage Advisor
Not supported. The location and bulk of the building will

have a negative impact on the heritage precinct. The
proposed subdivision doesnt allow for any space at the
rear of the existing dwelling, and while the existing
house doesnt have any apparent heritage value, this is
contrary to the predominant pattern in the precinct.
Overall, the location and bulk of the proposed new
townhouse will potentially have an adverse effect on the
heritage precinct.
Public Notification
The applicant was directed to give notice of the application by way of notice on the site
and letters to adjoining and nearby owners and occupiers. The required statutory
declaration has not been returned, despite a number of requests. As such, the applicant
has not satisfied the responsible authority that notice of the application has been given,
as required under section 53(2) of the Planning and Environment Act 1987.
Planning Assessment
Does the proposal accord with planning policy?
The following clauses of the State and Local Planning Policy Framework and Municipal
Strategic Statement are relevant in the consideration of this application.
Clause 11.05-4 (Regional planning strategies and principles) aims to promote the
sustainable growth and development of regional Victoria through a network of
settlements identified in the Regional Victoria Settlement Framework plan. One of the
strategies is to direct urban growth into the major regional cities, including Bendigo.
PAGE 23
Clause 11.12 (Loddon Mallee South Regional Growth Plan) identifies Bendigo as a
regional city and strategies include supporting Bendigo as the major population and
growth hub for the region, and facilitating increased commercial and residential densities,
mixed use development and revitalisation projects for underutilised sites and land in
Bendigo.
Clause 15.01-5 (Cultural identity and neighbourhood character) seeks to recognise and
protect cultural identity, neighbourhood character and sense of place. Strategies to
achieve this objective include:
Ensuring development responds and contributes to existing sense of place and
cultural, identity.
Ensuring development recognises distinctive urban forms and layout and their
relationship to landscape and vegetation.
Ensuring development responds to its context and reinforces special characteristics
of local environment and place by emphasising:
- The underlying natural landscape character.
- The heritage values and built form that reflect community identity.
- The values, needs and aspirations of the community.
Clause 15.03-1 (Heritage conservation) aims to ensure the conservation of places of
heritage significance. Relevant strategies to achieve this objective include encouraging
appropriate development that respects places with identified heritage values and creates
a worthy legacy for future generations, retaining those elements that contribute to the
importance of the heritage place, and ensuring an appropriate setting and context for
heritage places is maintained or enhanced.
Clause 16.01 (Residential development) promotes a diverse range of housing that meets
community needs in locations that offer good access to services and transport and that is
energy efficient. Clause 16.01-4 (Housing diversity) seeks to provide for a range of
housing types to meet increasingly diverse needs, with one of the strategies to achieve
this being to encourage the development of well-designed medium density housing
which respects the neighbourhood character, improves housing choice, makes better
use of existing infrastructure and improves energy efficiency of housing.
The Greater Bendigo Residential Development Strategy (2014) encourages urban
consolidation in areas which have good access to local services and facilities. A key
component of the Greater Bendigo Residential Development Strategy (2014) is
implementing the concept of 10 minute neighbourhoods around activity centres.
Clause 21.05 (Compact Bendigo) encourages 10 minute neighbourhoods which are
attractive and feature well designed residential and mixed use developments, offer a
range of housing choices, convenient access to public transport and activity centres, and
have community and commercial facilities that are highly accessible by a variety of
transport modes, in particular walking and cycling. This clause states that a 10 minute
neighbourhood is an identifiable community where people can access many (but not
necessarily all) of their daily needs within a 10 minute walk or cycle trip from where they
live. Daily needs can include shops, schools, employment, a range of community
facilities and public transport.
PAGE 24
Strategies include supporting proposals for well-designed residential development that

provide a diversity of dwelling choices including higher density residential development
and are accessible to activity centres and activity nodes or public transport.
Clause 21.08 (Environment) recognises the role that heritage plays in the municipality. It
states that Greater Bendigo has a large number of significant built heritage assets of
local, state and national significance. There are buildings, sites and precincts dating from
all decades of post-contact settlement since the 1850s, following the discovery of gold,
throughout the municipality. The total complex of buildings, infrastructure, urban spaces
and natural resources represent the most significant asset and resource in central
Victoria. Heritage is an important part of the economy of the municipality due to its role in
attracting tourists, renovators and new residents who bring economic development
initiatives and assets.
Clause 22.06 contains the Citys Heritage Policy. It is policy to:
Consider applications against the Greater Bendigo Heritage Design Guidelines,
August 2015 including Statements of Significance for Miners Cottages Style, Bendigo
Boom/Victorian Style, Federation Style and Inter-war Style.
Encourage new buildings that do not adversely affect the significance, character or
appearance of the heritage precinct, and are visually recessive.
Ensure that the design of new buildings responds to the context of the heritage
precinct and nearby contributory buildings including scale, height, mass, form, siting,
setbacks and materials.
Encourage new development within a heritage precinct that is contemporary in
appearance and that does not mimic historic styles or details.
The Citys Heritage Design Guidelines state that new buildings should:
Not adversely affect the significance, character or appearance of the heritage precinct
and should be visually recessive.
Respond to the context of the heritage precinct and nearby contributory buildings
including scale, height, mass, form, siting, setbacks and materials.
Be good quality design that uses the main features of the heritage precinct as a
reference point.
Apply the front setback of the adjoining contributory elements
Integrate well into the existing character of the streetscape by adopting the
established spacing between buildings and respecting the layout pattern of the
heritage precinct.
Respond to any predominant roof form characteristic of the streetscape, including
regard for pitch of roofs, ridge heights, eave levels and other predominant detailing in
the streetscape.
The guidelines also state that subdivisions should result in development that respects the
existing rhythm/pattern of surrounding buildings and spaces between them.
The proposal does not meet a number of the heritage design guidelines. The design of
the development will not make it visually recessive within the precinct. While the height of
the dwelling is comparable to that of the adjoining dwelling which is contributory to the
precinct, the overall mass, form and setbacks do not respond appropriately to the sites
context and it will not integrate well into the existing character of the streetscape.
PAGE 25
The pitch of the hipped roof and the triple fronted design of the upper storey do not
reflect the predominant characteristics of existing developments in the precinct.
The spacing between the two dwellings on the site is too close and does not reflect the
layout pattern in the precinct.
Clause 22.21 contains the Quarry Hill Residential Character Policy. The site falls within
Precinct 1 and a detailed assessment of the proposal against the policy is included in this
report. The statement of desired future character seeks to ensure that the heritage
qualities and the combination of intimate, cottage feel and middle suburb character will
be maintained. The proposal fails to comply with a number of design objectives for the
precinct.
The proposed development will support demand for housing as a result of population
growth in the municipality and it supports urban consolidation by making efficient use of
existing services and infrastructure. The site is well located close to the Bendigo city
centre. It is within walking and cycling distance to a range of services and facilities, in
addition to being well serviced by public transport.
Despite this, it is considered the proposal will not make a positive contribution to
neighbourhood character, heritage and amenity and is an overdevelopment of the site.
These concerns are further detailed below.
Does the proposal represent an appropriate outcome with reference to the Residential
Character Policy?
The site falls within Precinct 1of the Quarry Hill Residential Character Policy at Clause
22.21 of the Planning Scheme. The precinct is described as follows:
The area forms an extension of the inner ring of suburbs that exemplify the distinctive
character of early Bendigo. Some of it has an intimate cottage character, derived from
the modest scale of the dwellings and the small garden setbacks, and the open front
fences. Elsewhere, larger houses, particularly from the Edwardian, Inter war and later
eras, produce a more middle suburban character. Setbacks vary according to the size
of the lot and housing, but are often consistent with a particular streetscape. Lots often
extend from street to street. Some streets have mature trees, either exotic or native.
Much of the area has heritage significance.
The statement of desired future character seeks to ensure that the heritage qualities and
the combination of intimate, cottage feel and middle suburb character will be
maintained. The application has been assessed against the design objectives for the
precinct as follows, with a number of design objectives not satisfied.
Objectives
Response
To retain buildings that contribute to the Retain and restore wherever possible,
valued character of the area.
intact Victorian, Edwardian, Federation
and Interwar era dwellings.
Alterations and extensions should be
appropriate to the dwelling era.
PAGE 26
Objectives
Response
Comment: The proposal does not include the demolition, alteration or extension of
any contributory buildings, as such it complies.
To maintain and strengthen the garden Prepare a landscape plan to accompany
settings of the dwellings
all applications for new dwellings.
Comment: Given the proposed site coverage, there is essentially no opportunity to
provide a garden setting for the new dwelling. Opportunities to provide for
landscaping to soften the development within the streetscape are limited. A
landscape plan has not been submitted demonstrating how a garden setting would
be achieved.
To maintain the consistency, where The front setback should be not less than
present, of building front setbacks.
the average setback of the adjoining two
dwellings.
Comment: The proposed dwelling is to front Hoskins Street, which is predominantly
used as a rear laneway to gain access to lots which front Gladstone Street and
Olinda Street. The adjoining dwelling to the south west has a setback of 2.8 metres.
The proposed setback to Hoskins Street is 1.63 metres. The dwelling on the
adjoining lot to the north east fronts Gladstone Street. While the proposed setback to
Hoskins Street does not match that of the adjoining dwelling, there is an argument for
a small setback given the laneway context.
To maintain the rhythm of dwelling Buildings should be off-set from one side
spacing.
boundary.
Comment: The dwelling will have a setback of 2.57 metres from the northern
boundary and will be built on the southern boundary. The proposal complies with the
design objective.
To minimise the dominance of car Locate garages and carports behind the
storage facilities.
line of the dwelling. Use rear access
where possible.
Comment: The proposed garage will be sited slightly forward of the front wall of the
dwelling. The proposal fails to comply with this objective. Attached garages are not
typically characteristic of dwellings in this precinct.
To respect the identified heritage Where the streetscape contains identified
qualities of the streetscape or adjoining heritage buildings, reflect the dominant
buildings.
building forms in the street, including roof
forms, in the new building design.
Comment: The proposed dwelling does not reflect the dominant building forms in the
street. The area is characterised predominantly by single storey development
constructed of weatherboard or brick, with a high proportion of symmetrical and
asymmetrical Victorian cottages. Dwellings typically have simple hipped or gabled
roof forms with a pitch of 25-30 degrees, verandahs on front facades, and carports
rather than garages, located at either the rear or side.
The proposed dwelling will be two storey with a hipped roof with a pitch of
approximately 15-20 degrees. The upper storey will have a slightly smaller footprint
than the ground floor level. The upper storey will be stepped in on the front facade.
PAGE 27
Objectives
Response
The dwelling will have an attached garage which is set forward of the front wall. A
small porch is proposed over the front entry, with a brick parapet and narrow posts.
The form of the building and pitch of the hipped roof does not reflect the predominant
building forms in the surrounding area.
To ensure that buildings and extensions Respect the predominant building height
do not dominate the streetscape.
in the street and nearby properties.
Where there is a predominance of single
storey, the height of the dwelling at the
front of the dwelling should match the
typical single storey wall height.
Comment: The predominant building height in the surrounding area is single storey.
The adjoining dwelling facing Hoskins Street has a height of 6.33 metres and the
proposed dwelling will have a height of 6.36 metres. As such, the height of the
dwelling is comparable.
To use building materials and finishes In streets dominated by weatherboard
that complement the dominant pattern dwellings, use timber or other nonwithin the streetscape.
masonry cladding materials where
possible, and render, bag or paint brick
surfaces.
Comment: The proposed materials include brick at ground floor level and
weatherboard cladding to the upper storey. The proposed materials are consistent
with materials used in surrounding developments.
To ensure front fences are appropriate to Provide open style front fencing. Front
the era of the dwellings and maintain an fences should not exceed 1.2 metres
openness to the streetscape.
other than in exceptional cases.
Comment: A front fence is proposed for the new dwelling. The fence will comprise
brick pillars with brick and steel picket infill to a maximum height of approximately 2
metres. The fence adds to the bulk of the development within the streetscape and
the height and style of the fence is not consistent with other front fences in the
surrounding area.
Does the proposal comply with ResCode?
Clause 55 sets out the relevant standards and objectives to assess internal and external
amenity provision/protection, neighbourhood character/design detail and building siting
considerations (i.e. site coverage, overshadowing, wall heights, boundary setbacks, etc).
Clause 56 sets out the standards and objectives for residential subdivisions. Compliance
with the objectives of Clause 55 and Clause 56 are a mandatory requirement for
residential developments within the General Residential Zone.
There are a number of areas in which the proposal fails to comply with ResCode
standards, which are detailed below:
PAGE 28
Clause 55.02-1 Standard B1 - Neighbourhood character

Single storey development is predominant in Gladstone and Olinda Streets, between
Mitchell Street and Kilwinning Street, although there are a few examples of two storey
development. Setbacks to Hoskins Street vary, due to the various building styles and
forms. It is essentially a rear laneway, with only two other dwellings fronting Hoskins
Street. Roofs are typically hipped or gabled forms.
The proposed development will present to Hoskins Street. While the proposed materials,
being brick and weatherboard cladding are generally consistent with materials found in
the surrounding area, the size of the development in relation to the proposed lot is not
consistent with the neighbourhood character and the spacing between the existing and
proposed dwellings on the site is minimal, and not reflective of the pattern of
development in the surrounding area.
The site layout provides very limited opportunities for landscaping given proposed
setbacks and the development will not achieve a garden setting.
Clause 55.03-1 Standard B6 Front setback
Under the Rescode standard, the required setback to Hoskins Street is 2.8 metres. The
proposed setback is 1.5 metres, which does not comply. Given the sites laneway
context, it is considered that a reduced setback could be justified, however the overall
design response is not acceptable as it will result in an adverse visual impact on the
streetscape and the small setbacks do not allow for landscaping that will complement the
development.
Clause 55.03-8 Standard B13 Landscaping
The proposal does not provide sufficient opportunities for landscaping due to the site
coverage and small setbacks. A landscaping plan has not been submitted with the
application.
Clause 55.04-1 Standard B17 Side and rear setbacks
Part of the upper storey and the eave on the south western side of the dwelling protrudes
into the required side setback under the standard.
Clause 55.04-5 Standard B21 - Overshadowing of secluded private open space
There will be some overshadowing to the adjoining property to the south west. It is
considered that this standard will not be met as the adjoining dwellings private open
space will have an area of less than 40 square metres that will receive sunlight for 5
hours at the September equinox.
Clause 55.06-1 Standard B31 Design detail
Although some attempt has been made at articulating the front faade of the dwelling,
the design is not particularly innovative or of a high architectural standard and the
dwelling will appear bulky within the streetscape. While the roof form is hipped, the pitch
of the roof does not reflect that of dwellings in the surrounding area. No detail has been
provided about the type of panelling proposed for the upper storey.
PAGE 29
Clause 56 Residential Subdivision

Clause 56.03-5 Neighbourhood character objective
The objective of this clause is to design subdivisions that respond to neighbourhood
character. The standard states that subdivisions should: respect the existing
neighbourhood character or achieve a preferred neighbourhood character consistent with
any relevant neighbourhood character objective, policy or statement set out in this
scheme, respond to and integrate with the surrounding urban environment and protect
significant vegetation and site features.
The proposed subdivision does not respect the existing or preferred neighbourhood
character as the new vacant lot does not allow for spacing in between the dwellings and
will be too small to develop a dwelling which will fit with the neighbourhood character.
Clause 56.04-2 Lot area and building envelopes
Proposed Lot 2 is considered to be too small to provide for the appropriate siting and
construction of a dwelling which is consistent with the preferred neighbourhood
character. The lot does not provide for a rectangle of 10 by 15 metres, in accordance
with the standard. The size of this lot provides very limited space for landscaping to
provide a garden setting and the siting of any dwelling is unlikely to meet the standard for
front setbacks.
Clause 56.04-3 Solar orientation of lots
The lots will receive satisfactory solar access.
Clause 56.04-5 Common areas
No common property areas are proposed as part of the subdivision.
Clause 56.06-8 Lot access
The design and construction of a new crossover would need to meet the requirements of
the Infrastructure Design Manual.
Clause 56.07-1 Drinking water supply
The site can be serviced with reticulated potable water by Coliban Water.
Clause 56.07-2 Reused and recycled water
Reticulated recycled water is not available in this locality.
Clause 56.07-3 Waste water management
The site can be serviced with reticulated sewerage by Coliban Water.
Clause 56.07-4 Urban run-off management
Each lot would be required to connect to the Citys drainage system.
Clause 56.08-1 Site management
A Construction Management Plan is not required given the small scale of the
development.
PAGE 30
Clause 56.09-1 Shared trenching

Shared trenching can be utilised where appropriate.
Clause 56.09-2 Electricity, telecommunications and gas
The site can be fully serviced with electricity, telecommunications and gas.
Does the proposal respect the heritage values of the precinct?
The site falls within HO30 Quarry Hill Precinct. The statement of significance for this
precinct states that Quarry Hill, because of its hilly terrain, high percentage of Edwardian
and late Victorian era housing and its proximity to major cultural sites such as the
Bendigo Cemetery, has both a strong period character expressed in its housing and
picturesque views to and from the housing stock which enhances its sense of place.
The purposes of the Heritage Overlay include:
To conserve and enhance heritage places of natural or cultural significance.
To ensure that development does not adversely affect the significance of heritage
places.
Consideration has been given to the relevant decision guidelines of this overlay
including:
The significance of the heritage place and whether the proposal will adversely affect
the natural or cultural significance of the place.
Whether the location, bulk, form or appearance of the proposed building will
adversely affect the significance of the heritage place.
Whether the location, bulk, form and appearance of the proposed building is in
keeping with the character and appearance of adjacent buildings and the heritage
place.
Whether the proposed subdivision will adversely affect the significance of the heritage
place.
Whether the proposed subdivision may result in development which will adversely
affect the significance, character or appearance of the heritage place.
The proposal is not supported due to the location, form and bulk of the dwelling and the
lack of space at the rear of the existing dwelling.
There are concerns that the proposal will result in the streetscape appearing dense and
congested. The dwelling will not only be visible from Hoskins Street, but also from Olinda
Street which is identified as one of the major contributory streets in the precinct.
While the existing dwelling on the site is not contributory to the precinct, the design of the
new dwelling is not in keeping with the predominant character and appearance of
dwellings in the precinct. The proposed subdivision is contrary to the predominant
pattern of development in the precinct and would not allow for sufficient spacing between
dwellings.
Overall, the proposal is not an appropriate heritage outcome.
PAGE 31
Conclusion
The proposed subdivision will create a very small lot which makes it difficult to site a
dwelling which fits with the established neighbourhood character. The proposed dwelling
will result in unacceptable bulk within the streetscape, which is not consistent with the
pattern of development and heritage qualities of the precinct. The application should be
refused on the basis that it represents an unacceptable planning outcome with regard to
neighbourhood character, ResCode, Councils Heritage Policy and the Heritage Overlay.
Options
Council, acting as the responsible authority for administering the Planning Scheme, may
resolve to: grant a permit, grant a permit with conditions, or refuse to grant a permit.
Attachments
Heritage Advisor report
RECOMMENDATION
Pursuant to section 61 of the Planning and Environment Act (1987), Greater Bendigo
City Council resolve to Refuse to Grant a Permit for a two lot subdivision, demolition of
outbuilding and construction of a dwelling at 41 Gladstone Street, QUARRY HILL 3550
on the following grounds:
1. The form, bulk and appearance of the dwelling will adversely impact the significance
and appearance of the heritage place, contrary to Clauses 15.03, 21.08, 22.06 and
43.01 of the Greater Bendigo Planning Scheme.
2. The proposal does not comply with Clause 22.21 (Quarry Hill Residential Character
Policy) and is inconsistent with the purposes of Clause 32.08 (General Residential
Zone) which call for new development to respect neighbourhood character and to
implement neighbourhood character policy.
3. The proposal does not comply with ResCode (Clauses 55.02-1, 55.03-1, 55.03-8,
55.04-1, 55.04-5, 55.06-1, 56.03-5, 56.04-2) of the Greater Bendigo Planning
Scheme.
4. Failure to give notice in accordance with section 52 of the Planning and Environment
Act 1987.
PAGE 32
2.3
GREATER BENDIGO HOUSING STRATEGY
Author
Andrew Cockerall, Coordinator Strategic Planning
Responsible
Director
Prue Mansfield, Director Planning and Development
Summary/Purpose
To summarise the outcomes of the community engagement phase of the Greater
Bendigo Housing Strategy Issues and Opportunities Paper and the submissions
received. To adopt the Greater Bendigo Housing Strategy and commence the
preparation of an Implementation Plan that will include the various planning scheme
changes. The Implementation Plan will be reported to the new Council.
Policy Context
Council Plan Reference:
Theme 2.2: Council manages the planning and development of the City through the
preparation of major strategies and effective amendments to the planning
scheme.
Strategy Reference: Greater Bendigo Residential Strategy (2014)
Previous Council Decision(s) Date(s):
22 October 2014
Council adopted the Greater Bendigo Residential Strategy (GBRS)

and the need to prepare a Housing Strategy was identified as the
next step to implement the GBRS.
15 June 2016
Council resolved to release the Greater Bendigo Housing Strategy

Issues and Opportunities Paper for community comments for a
period of 6 weeks.
Report
Introduction
The Greater Bendigo Residential Strategy (2014) establishes the high level strategic
framework for how Greater Bendigo will grow into the future. Included in the key
strategic directions are:
PAGE 33
To have a Compact Bendigo and strengthen the Urban Growth Boundary;

To promote the development of 10 Minute Neighbourhoods;
To improve the diversity of housing being built;
To promote higher density housing at a number of Key Development Sites.
It is also noted that Amendment C215 that implemented the Greater Bendigo Planning
Scheme has been approved by the Minister for Planning.
What is a Housing Strategy?
The Housing Strategy will take the key strategic directions that have been endorsed by
Council and implement these into the Greater Bendigo Planning Scheme and through a
range of non-planning scheme measures.
The Housing Strategy considers in detail what Greater Bendigos future housing needs
are, what is the current supply of land available for development, what planning scheme
changes are required and what Council can do in terms of affordability and social
housing.
Issues and Opportunities Paper
Housing is a complex issue and there are many ways in which future housing needs can
be addressed. This is heightened in the Bendigo context as over the next 20 years as
the population is forecast to grow by over 43,000 and this will require an additional
18,000 new dwellings. The other interesting point to note is that it is projected that in
2036 20% of the population will be aged 65+ and that 58% of all households will be 1 or
2 persons.
Included in the key issues identified in the Issues and Opportunities Paper are:
That there needs to be greater diversity in housing and that people should be able to
age in place.
The importance of design of medium density housing.
What planning scheme tools should be used to deliver future housing.
How the development of 10 minute neighbourhoods should be facilitated.
What level of involvement should the City of Greater Bendigo have in relation to
social housing.
The Paper proposed a number of specific questions that community feedback was being
sought on. These questions related to housing diversity and choice, accessibility,
housing affordability, whether additional Key Development Sites should be identified,
Councils role in relation to social housing and planning scheme tools.
Exhibition process
The Issues and Opportunities Paper was placed on exhibition for 6 weeks. The following
is an overview of the consultation activities:
PAGE 34
Activity
3 Ward Meetings
Information/Workshop Day
Facebook/Twitter
Project Bulletins
7 email updates
Online survey
Media coverage
Measure
50 participants
40 participants
11,741 people reached
300 printed copies distributed
325 people per email
157 responses
2 press releases
Various articles
In addition to this there were a number of one on one meetings were held and a meeting
with the Urban Development Institute of Australia (Northern Chapter) also took place
where the land supply map prepared by Id Consulting was workshopped.
Online Survey
The Housing Survey was available online from 23 June to 29 July 2016, 157 people took
the opportunity to complete the survey, slightly more females than males, with the 30 to
59 years olds the biggest age groups of respondents, and where representative of
various households types.
Respondents believe it is important to have a varied housing choice suitable to various
life stages to be a liveable and healthy city.
The most important personal features in a house were that they are designed
environmentally, have a garage and contain environmentally sustainable features.
When asked what was important for different households these needs varied:
Student/Group
households
Young lone persons
Young couples
Young couples with

young children
Middle aged with older
children
Middle aged without
children
Middle aged living
alone
Older couple
Access to
public
transport
access to
public
transport
environmental
design
walkable
close to school
close to parks
second
bathroom
environmental
design
close to
services and
facilities
accessibility
features in the
home
a garage
compact
backyard
sustainability
features
sustainability
features
environmental
design
close to
services and
facilities
PAGE 35
close to
services and
facilities
walkable
close to
services and
facilities
having a
backyard
environmental
design
a garage
sustainability
features
access to
public
transport
Older lone person
access to
public
transport
close to
services and
facilities
accessibility
features in the
home
There was strong agreement that:

1. Council should encourage more housing in areas that have access to services,
facilities and active transport choices;
2. There should be suitable housing options, which gives residents the opportunity to
downsize in the same suburb/area; and
3. Council should do more to support affordable housing in our municipality.
Close to 30% of respondents disagreed that:
1. The cost of buying a dwelling in the local area is high, while renting in the area is still
an affordable alternative;
2. The cost of housing in our local area is preventing many from buying a dwelling; and
3. Greater Bendigo is an affordable place to rent a house.
Respondents believe it is important that Council
1. Raise the bar in terms of sustainable standards in new development and housing,
and
2. Ensure there is accessible housing (enabling access and use by most occupants and
visitors with a disability and other forms of impairment, including families with young
children, people with temporary or permanent injuries, and senior persons).
Close to 60% of respondents thought it was important to live within approximately 10
minutes walking or cycling distance of services and facilities, while 17% thought it was
not important. 80% said it was important to have planning controls to support this.
There was support (57%) for North West of Maiden Gully to be the major future long term
growth area but concern was around having adequate infrastructure, loss of character
and value of land this land for agriculture.
The majority supported the key development sites and identified others to be considered.
There was strong support for council to play a bigger role in affordable housing
particularly as a facilitator and advocator.
Submissions
As a result of these processes 24 submissions were received. These submissions and
the response are in the table below.
Submitter
1. Austin
Family C/Tomkinson
Summary of submission
The submission relates to 6488 James Street and 52
Watson Street, White Hills.
The land is currently zoned
PAGE 36
Response
The LDRZ area in White Hills is
being investigated as part of a
broader review in the LDRZ land
within the UGB. Current
planning controls limit
Submitter
2.
Tony Morley
Farming and LDRZ and a plan
has been submitted indicating
a conventional subdivision of
111 lots.
Seeking to have 7 Glencoe

Street, Kennington identified
as a Key Development Site.
Response
subdivision to a 2ha minimum lot
size. There are areas where this
lot size might be appropriate and
there are areas which might be
suitable for development.
This issue will be reported to
Council as part of the
Implementation Plan that will be
reported to the new Council.
It is understood that the concern
of the landowner relates to a
Residential Character Policy that
applies to the site.
This site has been the subject to
two previous planning
applications that have been
refused based on design issues.
It is considered that a thoughtful,
well considered design for the
site could be developed for
medium density housing without
the removal of the Character
policy.
3.
Alistair Smith Seeks to have the rear of the

C/- Conceptz land at 698 Strathfieldsaye
Road, Strathfieldsaye rezoned
from Low Density Residential
to General Residential.
The submission is not

supported.
The area in question is to the
rear of the 698 Strathfieldsaye
Road. It is cleared and not
subject to any environmental
overlays or flood controls.
This would facilitate a 6 lot

The Residential Strategy Panel
subdivision that would be
recommended that this site be
accessed off Alexander Close. considered as part of the
Housing Strategy
4.
G Butler & H
Nash
This submission is to be
considered as part of the
Implementation Plan of the
Housing Strategy.
The submission is seeking to
This area has been identified as
have land to the north of
a future growth area and will be
Simpsons Road, Eaglehawk
considered as part of the next
included within the next review review of the Greater Bendigo
of the Residential Strategy
Residential Strategy.
that is scheduled to
PAGE 37
Submitter
5.
R Rafaniello
6.
M Pollard
7.
AdventCare
C/- Currie &
Brown
commence in 2020.
The submission notes that the
site adjoins the UGB, is
suitable for residential
development, can be serviced,
is accessible and is proximate
to the Eaglehawk Activity
Centre.
The submission generally
supports the development of
10 minute neighbourhoods but
considers that the land
between 1 and 2km from the
City Centre has significant
development opportunities
that have not been explored.
Strongly supports the need for

housing to have higher
standards of environmental
sustainability.
The submission is seeking to
have the AdventCare land at
386-394 High Street, Golden
Square included as a Key
Development Site and to
remove the NCO to facilitate a
redevelopment of the site.
Response
It is agreed that a number of the

areas indicated in this
submission demonstrate strong
10 minute neighbourhood
principles.
A number of changes are being
recommended for the 10 minute
neighbourhoods and this is
discussed below.
Noted.
The AdventCare holding is 1.95

hectares in area and is a
residential aged care facility.
The site is currently going
through a master planning
process that will likely see a
major redevelopment of the site.
The current General Residential
zoning allows for the site to be
redeveloped.
Given the attributes of the site its
designation as a Key
Development Site is supported.
8.
L Brown and
others
A petition signed by 41
landowners that is seeking to
have an overlay control
removed that sets a minimum
lot size of 1500m2. It is
argued that this would allow
residents to downsize in their
PAGE 38
A review of the overlay and

policy controls that affect the site
should be considered as part of
the Implementation Plan.
This matter was subject to a
previous submission to
Amendment C215. The
difference being now that
additional landowners have
come forward indicating support
for the proposal.
Submitter
community.
Response
It is recommended that Council
write to all landowners affected
by the control to ascertain the
level of support for the change.
9.
Dept. Eco
Dev, Jobs,
Transport &
Resources
10. R Hosking &

J Lennon
11. Bendigo
Uniting
Churches
Social
Justice
Group
12. J Pendlebury
and others.
The submission incorporates

the comments of the
Department, VicRoads and
Public Transport Victoria.
Supports a compact city and
10 minute neighbourhoods.
Suggests development is
directed to areas that are
currently supported by
transport infrastructure in
particular the north south
spine.
supports the key directions in
the paper that relate to social
housing and affordability.
The importance of providing
affordable to housing to those
on low incomes or the aged
was highlighted as a key
issue.
supports the key directions in
the paper that relate to social
housing and affordability.
The submission advocates for
Council to be more active in
the field of affordable housing
(although not as a provider)
but should show greater
leadership in the area. The
submission also recommends
that the term affordable be
further clarified.
The submission seeks support
for the rezoning of land in
Scott/ Kennewell and
PAGE 39
Once this information is received

it can be considered as part of
the Implementation Plan that will
be reported to the new Council.
The submission is noted.
A number of changes are being
neighbourhoods and this is
discussed below.
Noted.
Noted.
There is general support for
Council to develop a Social
Housing Policy.
It is recommended that further
consultation take place with key
agencies and providers and that
the policy be developed as part
of the Implementation Plan.
This area is within the UGB and

is zoned LDRZ and borders the
Bendigo Creek.
Submitter
Buckland Streets from a Low
Density Residential to a
General Residential Zone.
The submission notes the
positive attributes of the site
but acknowledges that there
are flooding issues that would
need to be resolved.
13. Villawood
Properties
C/- Mesh

supports the paper but makes
a number of comments
including:
The Housing Strategy
needs to be responsive to
the market.
Concerns around the land
supply data being relied
upon.
The Strategy may need to
consider a review of the
UGB prior to 2020.
That achieving housing
diversity
in
greenfield
areas will be difficult to
achieve.
14. J Cole
Response
Some of the land is subject to
flooding and it is unlikely that the
NCCMA would agree to any
rezoning until such time as
Amendment C221 (Bendigo
Urban Flood Study) has been
approved or agreement has
been reached with the authority.
discussions take place with the
NCCMA to reach an agreed
position on this area and this will
feed into the Implementation
Plan.
Council has undertaken to
prepare an annual report on the
state of housing that will
address issues including current
trends in housing market,
current supply of land available
for development and whether
the review of the UGB needs to
be brought forward. Work has
already commenced on
preparing this report and will be
reported to Council as part of the
Implementation Plan.
It is acknowledged that
achieving housing diversity in
greenfield areas has been
difficult in the past and ongoing
conversations with the
development industry are
important in addressing this
issue.
The submission raises a
It is agreed that a blanket
number of concerns with the
approach would not work as
process of developing the
each neighbourhood is different
Housing Strategy and
and a number of changes are
timelines for its approval.
being recommended for the 10
Concern also expressed about minute neighbourhoods and this
a blanket approach taken
is discussed below.
with 10 Minute
Neighbourhoods given the
These changes also relate to the
differences that exist between Residential Character Policies.
the neighbourhoods.
PAGE 40
Submitter
15. F Monti C/Tomkinson
Concern is also raised with
potential review of the
Residential Character Policies
that is discussed in the Issues
and Opportunities Paper.
The submission relates to land
off Montis Lane in Epsom and
seeks to have it considered for
a General Residential zoning.
Response
This area is within the UGB and

is zoned Farming and borders
the Bendigo Creek.
The land is subject to flooding
and it is unlikely that the
NCCMA would agree to any
rezoning until such time as
Amendment C221 (Bendigo
Urban Flood Study) has been
approved or agreement has
been reached with the authority.
16. La Trobe
University
C/- Urbis
17. P & B Savy

and others
C/- Currie &
The submission supports a

number of the strategic
directions within the Paper but
has concerns that the
Athletics Track on La Trobe
University land at Flora Hill is
not identified as part of the
Key Development Site and is
concerned about the
application of a Heritage
Overlay and proposed Design
and Development Overlay to
the site.

discussions take place with the
NCCMA to reach an agreed
position on this area and this will
feed into the Implementation
Plan.
This site is subject to a separate
amendment request.
Council has previously resolved
not to include the Athletic Track
within the Key Development Site
as it is not going to be
developed for residential
purposes and would create
uncertainty for users of the
facility.
The red brick building on the site
of the former Teachers College
is likely to be assessed as
having heritage values albeit
that these values have not been
documented.
The submission is not supported

and this will matter will be
addressed via a private planning
scheme amendment proposal.
The submission relates to land There has been strong
in the Lockwood/Mannallacks landowner interest in developing
Road area of Kangaroo Flat.
this area in the past. The area
PAGE 41
Submitter
Brown
The submission notes a
number of positive attributes
of the site and is seeking to
have the area identified as a
Key Development Site.
Response
was subject to a previous
planning scheme amendment
(C116) and a submission to the
Residential Strategy
Amendment C215).
The current advice given to the
landowners is that additional
land is not required at this stage
given the level of land supply
and that this site could be
considered in the next review of
the Residential Strategy
however there are issues around
industrial buffers and bushfire
risk that would need to be
resolved.
18. Planning
Consultants
19. Haven,
Home, Safe
It is considered premature at this

stage to include the land as a
Key Development Site. It is
noted that all of the current and
proposed Key Development
Sites are within the UGB.
The submission is lodged on
Council has undertaken to
behalf a number of Planners
prepare an annual report on the
who work in the Bendigo
state of housing that will
region. It makes raises a
address among other issues the
number of issues/concerns
current supply of land available
with the future housing:
for development. Work has
already commenced on
The
land
supply preparing this report and will be
assessment needs to take reported to Council as part of the
account of land owners Implementation Plan.
willing to sell, the cost of
services and the need for A number of changes are being
regular monitoring.
How affordable housing is neighbourhoods, including what
delivered needs to be planning tools can be used to
provide greater certainty to the
carefully considered
The need to make sure community and developers and
that planning tools align this is discussed below.
with
10
minute
neighbourhood principles.
The need for greater
certainty
in
planning
applications.
The submission supports the
Noted.
strategic direction of the
Housing Strategy and makes
There is general support for
PAGE 42
Submitter
20. QOD
Property
Group
a number of suggestions as to
how a greater diversity of
housing could be achieved.
The submission supports 10
minute neighbourhoods, the
need to have more efficient
use of land, housing in
accessible localities and
strong support for the
development of a social
housing policy.
Housing Strategy and the
need for greater housing
diversity. The submission
seeks to have additional land
in Maiden Gully identified as a
Key Development Site.
21. National
Trust
The submission raises the

need to ensure that planning
for growth in existing areas be
carefully considered and that
any heritage values need to
be carefully managed so
these heritage assets are not
compromised.
22. Bendigo
Sustainability strategic direction of the
Group
Housing Strategy. It agrees
that there is a need for greater
housing diversity and that
housing needs to demonstrate
high levels of environmentally
sustainable design. The
submission also supports a
compact city and avoiding
development in areas subject
to environmental risk.
23. DELWP
PAGE 43
Response
Council to develop a Social
Housing Policy.
consultation take place with key
agencies and providers and that
the policy be developed as part
of the Implementation Plan and
that further investigation take
place to investigate planning
scheme tools that might impact
positively on social housing.
Noted.
The Issues and Opportunities
Paper identifies 608 and 708
Calder Highway, Maiden Gully
as a Key Development Site and
this land is available for
development now.
The additional parcels will
require rezoning in some
instances and this will be
considered as part of the
amendment that will implement
the Maiden Gully Precinct
Structure Plan.
Agreed and noted.
Noted.
Noted.
Submitter
24. UDIA
Housing Strategy.
The submission supports a
number of aspects of the
Housing Strategy including:
Response
The submission is supported.
The Land Supply data is

currently being updated and this
Review
of
planning will form part of the
controls is some areas to Implementation Plan.
facilitate development.
Preparation of a State of There will be ongoing
discussions with a range of
Housing Report.
Strong support for the agencies in relation to
appointment
of
a developing a social/affordable
Residential Development housing policy, and this will
include the development
Facilitator.
industry.
Concern was raised with
Discussions with servicing
some aspect of the strategy:
authorities have been ongoing in
Need to update the land relation to infrastructure
provision and this will continue
supply data.
A whole of government into the future.
approach is needed for
affordable housing.
Need for a funding plan for
service authorities.
One aspect of the Issues and Opportunities Paper for which there was universal support
was development of a Social Housing Policy. The feedback was that Council should not
be a provider of social housing but has a significant role to play in facilitating or brokering
social housing developments and there are a number of ways in which this can occur. A
Social Housing Policy should be further investigated and finalised as part of the
Implementation Plan
Greater Bendigo Housing Strategy
In summary, none of the submissions took issue with the strategic direction proposed in
the Issues and Opportunities Paper. The key issue is how these strategic directions will
be translated into the planning scheme or into policy.
A copy of the Greater Bendigo Housing Strategy is attached.
In addition to setting the policy context that underpins the GBHS, the document
discusses the drivers of change confronting the community in terms of future housing.
These drivers include:
A changing demographic profile, the aging of the population and the increase in one
and two person households and the impact this has on housing needs.
The need to make more efficient use of land within the UGB.
PAGE 44
The need to balance neighbourhood character and heritage issues against infill and
increasing medium density housing.
Planning for healthy communities and active transport options.
The difficulties in providing infrastructure.
The need to balance protection of the environment and residential growth, particularly
inside the UGB.
The importance of design of housing and open space.
Among the key findings and recommendations of the GBHS are:
The identification of the 10 Minute Neighbourhoods. The Issues and Opportunities
Paper identified a number of 10 Minute Neighbourhoods and this has been expanded
to include lower order activity centres such as Golden Square.
Confirmation of the Key Development Sites and the identification of additional sites.
That the Maiden Gully North West growth corridor is identified as the next major
growth area, together with smaller areas near Cherry Tree Lane, Kangaroo Flat and
Simpsons Road, Eaglehawk.
The need to advance the structure planning for small towns.
Recommendation that Council develop a detailed policy in relation to social housing.
The need to raise the bar in relation to environmentally sustainable development.
Implementation Plan
The initial intention was to have Council adopt the Housing Strategy with an
implementation plan. However the issue that emerged during the exhibition of the Issues
and Opportunities Paper was the complexity involved in developing planning tools to
address the strategic direction of the GBHS around a Compact Bendigo and 10 Minute
Neighbourhoods.
It is not considered that a one size fits all approach to the 10 Minute Neighbourhoods or
the Key Development Sites is appropriate as each neighbourhood or site has its own
unique characteristics that need to be considered.
For example some 10 Minute Neighbourhoods will have heritage issues, others wont.
Some will have better serviced by active transport options and better range of shops and
services, some of the potential for rail access. They are all different and as such will all
need a tailored response that is best achieved through a structure planning process.
Another example is the Key Development Sites, some are suited to the Residential
Growth Zone and others can develop using the General Residential Zone.
As stated above these are complex issues and need to be carefully and thoroughly
considered and not rushed through.
Once Council has endorsed the strategy it is recommended that an Implementation Plan
be prepared to address these and other issues. This Implementation Plan would involve
further discussion with the community, developers and other stakeholders.
An updated land supply assessment will also form part of the Implementation Plan.
PAGE 45
It is intended that this Implementation Plan would be endorsed by the next Council.
Priority/Importance:
This project is of high priority and importance. There is a need to provide clear direction
to the community, developers and other stakeholders in regards to future housing.
Impending announcements from the State Government with regard to housing could
further accelerate the need to be proactive in this area.
Options/Alternatives:
A range of options were put to the community to deal with the issues highlighted in the
Issues and Opportunities Paper
Timelines:
The preparation of the Implementation Plan would commence immediately and be
reported to Council in the new-year. Following this a planning scheme amendment
would be required.
Progress:
Risk Analysis:
There may be an adverse community reaction to the Implementation Plan as this is the
stage when changes to planning controls are likely to impact directly on the community.
Internal Consultation:
Given that the GBHS will largely be implemented through the Greater Bendigo Planning
Scheme there has been substantial consultation with the Planning Department and this
is ongoing.
External Consultation:
Information about the consultation process is outlined above.
Conclusion
The Housing Strategy will ultimately implement the strategic directions of the Greater
Bendigo Residential Strategy (2014) into the Planning Scheme.
The GBHS seeks to promote the liveability of Greater Bendigo by promoting accessible,
liveable and healthy communities. This is principally achieved by the development of 10
Minute Neighbourhoods and the Key Development Sites.
PAGE 46
The planning controls that will be developed as part of the Implementation Plan will
provide greater certainty for the community, developers, stakeholder groups and the
Council.
Previous Council Support: Past funding commitments related to the Greater Bendigo
Residential Strategy (2014)
Projected costs for future financial years: There will be a future cost involved in the
planning scheme amendment to implement the final Housing Strategy.
Attachments
1.
Greater Bendigo Housing Strategy (2016)
RECOMMENDATION
Greater Bendigo City Council resolve to:
1. Adopt the Greater Bendigo Housing Strategy
2. Commence the preparation of the Implementation Plan that will be subject to a further
report to Council.
PAGE 47
2.4
CT000277 - BENDIGO TENNIS CENTRE REDEVELOPMENT
Author
Lincoln Fitzgerald, Acting Manager Active & Healthy Communities
Responsible Michael Smyth, Acting Director Community Wellbeing

Director
Summary/Purpose
To summarise the outcome of tender CT000277 Bendigo Tennis Centre
Redevelopment and seek Council endorsement to award the contract to Nicholson
Construction.
Policy Context
This project is consistent with the Council Plan 2013 -17. The project is consistent with
the themes of planning for growth which supports population growth through good design
and careful planning of infrastructure and facilities and the presentation and vibrancy
theme which supports attractive and accessible parks, public places and streetscapes
that are widely used.
Council Plan 2013 2017 (2015-2016 Update)
2.1 To maintain the unique character of Greater Bendigo, Council delivers major
projects that accommodate the growing population and diversifies the economy.
3.1 Greater Bendigo has attractive and accessible parks, public places and
streetscapes that are widely used, and enable people to be healthy and active.
3.2 Residents and visitors are able to access good quality sports and recreational
leisure facilities that are fit for purpose and enable them to celebrate their active artistic,
cultural, sporting and social lives.
Strategy Reference (include weblink as applicable):

Council Policy Reference (include weblink as applicable):
In exercise of the power conferred by section 98(1) of the Local Government Act 1989,
the Greater Bendigo City Council delegated the Chief Executive Officer with, amongst
other things, the authority to award contracts up to the value of $1,500,000 and approve
variations to contracts up to $150,000.
PAGE 48
As a major project, $150,000 represents less than 10% of the contract sum and may
represent an unnecessary administrative burden in the event that the full contingency for
the project is required due to unforeseen variations. A recommendation of this report is to
authorise the CEO to approve variations of up to 10% of the contract sum.
Due to the value of this project, the contract is unable to be awarded during the Council
Caretaker period of 20 September to 22 October. During this period Council can only
award contracts up to a value of $994,210. As such, the meeting of 31 August is the final
meeting at which this contract can be awarded if work is to commence in November as
scheduled.
The City of Greater Bendigo and Bendigo Tennis Association have been working
together for approximately five years seeking to redevelop the Bendigo Tennis
Association building and show courts.
An election commitment of over $5M was made during the lead up to the election
however this commitment was not continued following a change of government. As such,
the project was rescoped to be a smaller development with a nominated budget of
$4,000,000.
The Victorian Government has identified Bendigo Tennis Centre as a strategically
significant location capable of hosting major tournaments and committed $2,400,000
toward the redevelopment.
Since this time the City, Sport & Recreation Victoria, Tennis Australia and Bendigo
Tennis Association have worked together to design and develop the project ready for
construction to commence in November 2016.
Federal Funding has been sought as part of the National Stronger Regions Fund in order
to complete additional works including a permanent grandstand, additional courts with
lighting and other infrastructure. The outcome of this application is expected in
September 2016 and these works are not included in the current build tender.
Report
Prior to tender a design review process was undertaken to consider design efficiencies.
This process was undertaken in consultation with Tennis Australia, Bendigo Tennis
Association and Sport and Recreation Victoria. Significant savings in the initial
construction and also over the lifetime of the building were identified such as reuse of
contaminated material under the car park and building which would be capped,
alternative cladding material, reduced structural steel and a smaller building.
PAGE 49
Tenders closed on 26 July 2016. Six conforming bids were received from:
1.
2.
3.
4.
5.
6.
Nicholson Construction
Gerard K House Pty Ltd
Fairbrother
Harris HCM
Searle Brothers
FNG Group
Tender submissions were evaluated on the following criteria:

Criteria
Value
Capability
Capacity
Local Content
Risk Management
Weighting
40%
30%
20%
10%
Pass - Fail
The Tender Evaluation Committee met and a preferred contractor was chosen on merit
and scoring based on the above criterion. Referees were contacted and provided
positive recommendations for the preferred contractor.
A further value management exercise was undertaken with the preferred contractor,
Bendigo Tennis Association and the City in order to identify cost saving measures to
reduce the projects costs in a practical way without being detrimental to the functionality
of the building. This relates to material changes which have a lower cost implication
(example: alternative brand of tiles with a lower cost). No further opportunities for savings
have been identified without reducing the functionality of the pavilion and courts. These
savings items are identified in the Resources section of this report.
This project has been adopted as part of the 2016/17 Council budget.
Council has the opportunity to award tender CT000277 Bendigo Tennis Centre
Redevelopment. Alternatively, Council may choose not to award the contract and either
retain the status quo of facilities, or work with stakeholders to reduce the scope and cost
of the project further.
Timelines:
The preferred contractor has indicated a works period commencing 2 November
following the WM Loud International and concluding all works by 30 September 2017.
This works program will allow for the WM Loud International to be conducted prior to
commencing works and the courts will be completed by 30 March to allow the Bendigo
Tennis Association Easter Tournament. Court works can only be conducted between
October and March when temperature conditions are favourable.
PAGE 50
The area will be unavailable during the works period and temporary infrastructure such
as toilets will be required.
Federal Funding has been sought as part of the National Stronger Regions Fund the
outcome of applications was scheduled for July 2016 however due to the Federal
Election the outcome of this application is expected in September 2016 and these works
are not included in the current build tender.
Progress:
Detailed design was completed in June 2016.
Council has allocated an expense budget of $4,000,000 with $3,000,000 revenue as part
of the 2016/17 Council Budget. To date $1,500,000 of this revenue has been claimed
from Sport and Recreation Victoria.
A planning permit was granted early August for the project.
Tenders were called during June and July 2016 with a preferred builder selected
following an evaluation process. Officers have been negotiating with the preferred builder
in order to identify cost saving options.
Council applied for funding in March 2016 as part of the National Stronger Regions Fund.
This funding is for Stage 2 works which are not part of this contract. The outcome of that
application is expected September 2016.
Risk Analysis:
All tenders received are beyond the allocated budget of $4,000,000 when taking into
account a contingency sum of 5%. A comprehensive value management exercise has
been undertaken both pre-tender with the architect and stakeholders and post tender
with the preferred contractor. The preferred tender is Nicholson Construction for an
original tendered price of $3,916,945. This amount excludes kitchen fit-out, temporary
buildings and a project contingency.
While there are further cost saving opportunities, Council should consider the location
and prominence of this building. Items such as the external cladding could present a cost
saving however this would detract from the character of the neighbourhood and could
trigger further Town Planning considerations. The City also has a funding agreement with
the Victorian Government and has a number of deliverables as part of this agreement
which must be included.
Due to the value of this project, the contract is unable to be awarded during the Council
Caretaker period of 20 September to 22 October. During this period Council can only
award contracts up to a value of $994,210. As such, the meeting of 31 August is the final
meeting at which this contract can be awarded if work is to commence in November as
scheduled.
PAGE 51
If this contract is not awarded at the meeting of 31 August, the next opportunity to award
the contract would be the first meeting of the new Council which is expected to be late
November. Tender prices are valid for 60 days and the contractor would be within their
rights to revise their price.
Soft landscaping has been excluded from this contract. This is due to the potential for
ongoing works at this site should National Stronger Regions Funding be successful. If
funding is provided, further construction will be conducted on the site and soft
landscaping would be significantly damaged. As such soft landscaping works have been
included as a provisional item.
As part of the design process internal review was undertaken throughout. This included
the following departments:
Environmental Health kitchen layout and compliance
Building Building compliance and DDA
Parks & Natural Reserves species selection and ability to maintain
Property Building materials and maintenance
Engineering Parking and drainage design
Bendigo Tennis Association and Tennis Australia are contributing $600,000 toward this
project. Sport and Recreation Victorias Major Projects Group are supporting delivery of
the $2.4M Victorian Government funding. These entities have been engaged as part of
the project group to support the design of the building. They have been included as part
of the evaluation panel as observers to ensure they are satisfied with the transparency
and thoroughness of the process and to ensure that cost saving measures do not
compromise the funding conditions.
The original tendered sum was $3,916,945 including $105,000 for soft landscaping. With
this amount removed, the revised tender price is $3,811,945.
The tender amount includes provisional sums of:
$12,000 Wayfinding signage
$30,000 - Allowance for rock excavation
$73,000 Contaminated soil allowance
The tendered sum excludes the following provisional sums:
Soft landscaping (turf and garden beds)
Temporary buildings for use during construction
Kitchen fit-out
Sub-total of excluded provisional items
PAGE 52
$105,000
$37,000
$60,800
$202,800
Following the post-tender a value management exercise was undertaken with Bendigo
Tennis Association and the builders. This process identified a further $123,777 in
additional savings.
Tender price
Total of accepted savings
Tender price including accepted savings
Provisional items:
$
$
$
3,811,945
123,777
3,688,168
Soft Landscaping
Temporary buildings for use during construction
Kitchen fit-out
Total including savings and provisional items:
Contingency 5%
Total project cost
$
$
$
$
$
$
105,000
37,000
60,800
3,890,968
194,548
4,085,516
Including a contingency sum of 5% the total project cost is $4,085,516 which is $85,516
beyond the budgeted amount.
Budget Allocation in the Current Financial Year:
$3,000,000 revenue ($1,500,000 received to-date)
$4,000,000 expense
Previous Council Support:
Council previously allocated $174,684 for detailed design as part of the 2014/15 and
2015/16 budgets.
External Funding Sources:
$2,400,000 Sport and Recreation Victoria
$600,000 Bendigo Tennis Association and Tennis Australia
$1,500,000 of the $2,400,000 has been claimed from Sport and Recreation Victoria and
invested noting works are not scheduled to commence until November 2016.
Current Estimate or Tender Price:
Original tender price: $3,916,945
Revised tender price taking into account savings items and including provisional items:
$3,890,968
Any known or anticipated variance to budget:
None known.
Projected costs for future financial years:
PAGE 53
Council will own this asset once constructed. Depreciation and renewal will need to be
considered over the life of these assets.
Any ongoing recurrent expenditure required:
Bendigo Tennis Association operate this site under a lease arrangement and as such
they are responsible for all operational outgoings.
This development will provide Bendigo with one of the best tennis facilities in regional
Australia. As such, further events can be attracted to Bendigo and temporary
infrastructure costs will be reduced.
Conclusion
Since 2014/15 the City in conjunction with the stakeholders have completed design and
tendered the Bendigo Tennis Centre redevelopment works. Public tenders were called
with six responses received and Nicholson Construction considered the preferred tender.
Tenders for construction were above the allocated budget of $4,000,000 when taking into
account a 5% construction contingency. A further value management exercise has been
completed with savings of $123,777 accepted. Officers are of the belief that further
savings are not possible without reducing the scope and functionality of the building. The
revised tender sum is $3,890,968 excluding GST.
To provide a 5% contingency amount for construction, a further allocation of $85,516 has
been requested as part of the 2017/18 Council Budget.
Attachments
1.Confidential Tender Evaluation Scoring
RECOMMENDATION
That Council:
1. award contract CT000277 Bendigo Tennis Centre Redevelopment to Nicholson
Construction for $3,890,968.
2. authorise the Chief Executive Officer to award contract variations up to 10% of the
contract value.
3. allocate $85,516 toward the contingency as part of the 2017/18 Council Budget.
4. authorise the Chief Executive Officer to undertake the necessary administrative steps
to endorse the contract documentation.
PAGE 54
2.5
CT000280 - MANAGEMENT OF AQUATIC AND LEISURE FACILITIES
Author
Lincoln Fitzgerald, Acting Manager Active & Healthy Communities
Responsible
Director
Michael Smyth, Acting Director Community Wellbeing
Summary/Purpose
To summarise the outcome of tender CT000280 Management of Aquatic and Leisure
Facilities and seek Council endorsement to award the contract to the preferred
contractor.
Policy Context
This report is consistent with the Council Plan 2013 2017 (2016/2017 Update) vision of:
Working together to be Australias most liveable regional city.
This contract is consistent with the Council Plan 2013 -17. The tender is consistent with
the themes of planning for growth which supports population growth through good design
and careful planning of infrastructure and facilities and the presentation and vibrancy
theme which supports attractive and accessible parks, public places and streetscapes
that are widely used.
Council Plan 2013 2017 (2016-2017 Update)
2.1 To maintain the unique character of Greater Bendigo, Council delivers major
projects that accommodate the growing population and diversifies the economy.
3.1 Greater Bendigo has attractive and accessible parks, public places and
streetscapes that are widely used, and enable people to be healthy and active.
3.2 Residents and visitors are able to access good quality sports and recreational
leisure facilities that are fit for purpose and enable them to celebrate their active artistic,
cultural, sporting and social lives.
Strategy Reference (include weblink as applicable):
The value, role and importance of aquatic facilities were identified in the City of Greater
Bendigo Aquatic Strategy (2010). Management of Aquatic Facilities is an output of this
strategic direction.
PAGE 55
Regional Strategic Plan Reference:

This report is consistent with Strategic Directions of the Loddon Mallee Regional
Strategic Plan 2015 - 2018 and is closely aligned with the Priority Actions. The strongest
links are with the following Strategic Directions:
Strategic Direction 3: Enhance the wellbeing and economic participation of our
people
Strategic Direction 4: Protect and enhance the liveability and appeal of our Region
The City of Greater Bendigo has the most pools of any municipality within Victoria. To
enable these facilities to operate, many are operated by volunteer committees of
management while others are managed by paid management contractors, with a
breakdown of management structure shown in the below table.
Facility
Bendigo Aquatic Centre
Bendigo East Swimming Pool
Brennan Park Swimming Pool
Elmore Swimming Pool
Golden Square Swimming Pool
Goornong Swimming Pool
Heathcote Swimming Pool
Kangaroo Flat Swimming Pool
Marong Swimming Pool
Raywood Swimming Pool
White Hills Swimming Pool
Peter Krenz Leisure Centre
Management Structure
Contract Management Belgravia Leisure
Incorporated Committee of Management
Incorporated Crown Land Committee of Management
Leased Bendigo Regional YMCA
Additionally to these swimming pools, the City also operates a free public Splash Park at
Long Gully. This facility is also managed by Belgravia Leisure.
At its meeting on 1 December 2010, Council adopted a suite of recommendations in
order to achieve a sustainable municipal wide Aquatic Strategy that intends to provide a
mix of aquatic opportunities across Bendigo. Amongst the recommendations was:
d) Within the timeframe for construction of the new Indoor Aquatic Leisure Centre,
close Kangaroo Flat and Golden Square Pools given their poor condition, limited ability
to meet community needs, proximity to each other and the site of the proposed new
Indoor Aquatic Leisure Centre in Kangaroo Flat.
PAGE 56
At its meeting on 6 March 2013 Council responded to concerns about the early closure of
Golden Square Pool with a further resolution to:
d) the pool will be permanently closed and be decommissioned:
(i)
In the event that conditions of the lease cannot be met; or
(ii)
In the event of continued successful operation, no later than the opening of
the proposed new Kangaroo Flat Aquatic Centre.
Report
The City of Greater Bendigo is currently constructing the new Bendigo Indoor Aquatic
Leisure and Wellness Centre at Kangaroo Flat which is due for completion late 2017.
The current contract for management of five outdoor swimming pools will expire in June
2017 and there was an opportunity for the City to package these seven facilities into one
contract.
It is expected that packaging these facilities together will provide the contractor with
greater buying power and an opportunity to develop permanent senior staff. It is
expected that these benefits will provide a better service to the community at a lower
cost.
This tender relates to the following contract managed facilities:
#
1
2
3
4
5
6
7
Facility
Bendigo Aquatic Centre
Brennan Park Swimming Pool
Heathcote Swimming Pool
Kangaroo Flat Swimming Pool
Marong Swimming Pool
Long Gully Splash Park
Bendigo Indoor Aquatic, Leisure
and Wellness Centre
Current Management Status

Under construction no operator
Kangaroo Flat Swimming Pool has been included in the list above as a one year option
to ensure that the pool could be operated during summer 2018 in the event that
construction of the new Indoor Aquatic, Leisure and Wellness Centre were to be delayed
due to unforeseen circumstances.
As part of the tender Council sought in the order of $1,000,000 in fit-out contribution from
the contractor. Broadly this fit-out relates to areas such as:
Gym equipment
Pool Equipment
Wellness Centre items
Information Technology
Floor coverings
Caf equipment
PAGE 57
Tenders closed on 20 July 2016. Three tenders were received from:

1
2
3
Belgravia Leisure
Bendigo Regional YMCA
Aligned Leisure
Of these tenders two included items of non-conformance. The nature of the nonconformance was assessed and it was determined that one tender would not be
considered beyond preliminary assessment due to the significant variation from the
management specification.
Tenders were evaluated on the following criteria:
Criteria
Capability
Capacity
Price/Value
Local Content
OH&S WorkCover & Insurances
Weighting
25%
25%
40%
10%
Pass - Fail
The Tender Evaluation Committee met and a preferred contractor was chosen on merit
and scoring based on the above criterion. Referees were contacted and provided
positive recommendations for the preferred contractor.
The highest scoring tender was presented by Belgravia Leisure. A copy of the
assessment scoring is provided for Council as a confidential attachment.
Council has resolved to construct a new indoor aquatic, leisure and wellness centre
which is scheduled for completion late 2017. In order to allow a prospective manager to
have input into the final design and establish a membership base officers are
recommending appointment of the management contractor at the 31 August Ordinary
Meeting.
Council could resolve to wait until closer to the scheduled completion date of late 2017
before appointing a management contractor, however this would not provide an
opportunity for efficiencies in the final design to be implemented or development of a
membership base prior to opening. This option is not recommended.
The current management contract for five outdoor swimming pools and the Splash Park
will expire in June 2017. Council has an option to extend this contract for a further two
years.
Council could also resolve to manage these facilities in-house or by a company owned
by Council.
PAGE 58
The preferred contractor has also offered an alternative option to manage the new indoor
aquatic and leisure facility on a fee for service basis. This would include the City paying a
management fee and meeting any deficit of income/expense for the first two years. After
this time, an agreed budget would be developed to form an ongoing agreement.
Timelines:
The Bendigo Indoor Aquatic, Leisure and Wellness Centre is scheduled for completion
late 2017.
The current management contract for five outdoor swimming pools and the Splash Park
will expire in June 2017. Council has an option to extend this contract for a further two
years to expire 30 June 2019.
This tender provides the contractor with a 3 year term expiring 30 June 2020 with an
option at Councils discretion for a further two years expiring 2022.
Progress:
A management specification for the existing and new facilities has been developed and
an externally advertised tender process has been conducted. Officers are seeking
Council approval to award the tender.
Risk Analysis:
Belgravia Leisures price is a 3 year lump sum which is guaranteed, which means that
they would be liable for any cost variation from the submitted budget. Under the Citys
proposed betterment share arrangement, any positive performance against this budget is
shared between the City and the contractor.
Belgravias tendered budget will be utilised as the basis of an annual budget which is
monitored by the City and contractor during regular contract performance meetings
throughout the duration of the contract. This enables the City to monitor attendance
against the forecast performance and financial performance against the annual budget.
Attendance figures were provided as part of the tender by all tenderers. Belgravia
Leisure has forecast lower attendance at outdoor pools with the expectation that some
patrons would be drawn to the new Indoor Aquatic, Leisure Wellbeing Centre at
Kangaroo Flat. Other tenders have forecast very significant increases in attendance at
the seasonal outdoor pools which is believed to be unrealistic. Linked to that increased
attendance is a forecast of significant revenue increases. While this is desirable, these
tenders also fail to provide a guarantee against losses. The result of this would be that
should the contractor fail to meet these high attendance/revenue figures that the City
would be liable for any poor financial performance.
As noted above, other tenders do not provide a guaranteed lump sum price for the 3 year
period. Should those contractors have higher costs, the City would be expected to meet
those additional costs. This scenario would be a financial risk to Council and would not
motivate the contractor to provide robust cost and revenue controls.
PAGE 59
Council has previously resolved to close Golden Square and Kangaroo Flat Swimming
Pools upon the opening of the new $31,000,000 Indoor Aquatic, Leisure and Wellness
Centre. Closure of swimming pools can be a difficult and emotional issue which could
detract from the significant improvement in service being provided through the new yearround facility in close proximity to these facilities.
Consultation with officers associated with the operation of swimming pools has occurred
in order to ensure the specification meets the needs of the City to maintain the assets
and provide a suitable service.
Consultation has occurred with the Clubs regarding their usage of the outdoor pools as
part of developing the specification. It is also a further requirement of the contract that an
ongoing process of consultation be undertaken by the operators to ensure community
input and feedback on the service.
At this point, further discussion with Golden Square Swimming Pool Inc. has not been
undertaken to discuss implementation of Councils resolution to close Golden Square
Swimming Pool upon opening of the new Indoor Aquatic, Leisure and Wellness Centre.
Officers have requested that this be discussed internally by the Committee prior to
meeting with officers.
Tenderers provided financial schedules which outlined the expected revenue and
expenses for the initial contract term of 3 years. The operating performance will be
monitored against these financial schedules. If the contractor performs better than the
forecast budget, the betterment will be shared. The betterment share between the City
and Belgravia Leisure would be 50% each.
Each tender included fit-out items for the areas as previously outlined. The fit-out of
Belgravia Leisures tender is costed at $1,031,000 which is comparable to other tenders.
A significant financial factor of the tender evaluation was Belgravia Leisures inclusion of
a guaranteed 3 year lump sum price. They have also put forward an option for Council to
consider engaging them to start-up the centre, market and establish a membership base.
This option has been offered at an additional cost of $300,000. Experience of other new
facilities has shown that investment in the start-up will increase performance of the
centre with stronger community awareness and higher membership sales.
Belgravia Leisures tender is not the lowest price, however given the risk factors
previously outlined, it is believed to be the most realistic financial proposal and represent
best value to Council.
PAGE 60
Based on the 2016/17 budget, closure of the Kangaroo Flat and Golden Square
Swimming Pools will have a positive financial operating impact for Council of $192,173
per annum. This operating amount is broken down between the two sites as follows:
- Golden Square Swimming Pool: $71,177
($21,177 depreciation & $50,000 operating grant)
- Kangaroo Flat $120,996
The 2016/17 management contract for these five outdoor swimming pools is
$708,307.35
Previous Council Support:
Management fees for the existing 5 seasonal pools for the previous two years have
been:
2014/15 $599,026.89
2015/16 $690,594.18
The preferred tender includes $1,031,000 in fit-out contribution, from the tenderer,
associated with the new Indoor Aquatic, Leisure and Wellness Centre.
Current Estimate or Tender Price:
Belgravia Leisures tender provides a 3 year lump sum price of $3,351,177. This includes
repayment of the Capital Fitout as well as operating costs.
None known.
The cost of managing these five outdoor pools for the past three years has been
$1,997,928.30. The tendered cost to manage these five sites (four in years 2 and 3 of the
contract due to the closure of Kangaroo Flat Swimming Pool) for the next three years is
$2,518,514 which is $520,586 more than the previous three years.
Additional to the management and operating costs, the City is responsible for the
building maintenance, utilities and horticultural maintenance of these sites.
Conclusion
Tenders were called for the management of five outdoor swimming pools, the Long Gully
Splash Park and a new Indoor Aquatic, Leisure and Wellness Centre with three tenders
received. Tenders were assessed based on capability, capacity and value. Based on the
evaluation the panel recommends that Belgravia Leisure be awarded a 3 year
management contract for these facilities with an option at Councils discretion for a
further two years.
PAGE 61
Attachments
1.Confidential - Scoring Evaluation Sheet
RECOMMENDATION
That Council:
1. Acknowledge the positive contribution active & healthy lifestyles make toward
Greater Bendigo becoming the most liveable regional City;
2. Authorise officers to undertake the necessary administrative steps to award
contract CT000280 Management of Aquatic and Leisure Facilities to Belgravia
Leisure;
3. Allocate Council funding of $1,584,377 as part of the 2017/18 Council Budget for
operational management of six aquatic facilities.
PAGE 62
Presentation and Vibrancy - Reports
3.
PRESENTATION AND VIBRANCY
3.1
GREATER BENDIGO PUBLIC SPACE PLAN
Author
Mark Stubbs, Senior Strategic Planner
Responsible
Director
Prue Mansfield, Director Planning and Development
Summary/Purpose
This report outlines the main findings of stage one of the Greater Bendigo Public Space
Plan. The draft Strategic Context and Issues report is provided to Council both for
information and for endorsement to place on informal public display.
Policy Context
Theme 3: Presentation and vibrancy
Strategy 3.1: Greater Bendigo has attractive and accessible parks, public places and
streetscapes that are widely used and enable people to be healthy and active.
Action 3.1.1: Complete the Greater Bendigo Public Space Plan in partnership with the
Community Wellbeing and Presentations and Assets Directorates and commence
implementation.
Strategy Reference:
www.bendigo.vic.gov.au/publicspaceplan
High priority the 2005 Open Space Strategy is overdue to be replaced by a
contemporary strategy.
Our public spaces are the literal commons of the city; the places that we share and come
together in as citizens. They are collectively a vital ingredient of our economy, society
and culture and are intrinsic to the fabric and identity of the city itself.
PAGE 63
For the last ten or so years, the City has progressively implemented objectives for some
of our public spaces principally the parks and other open spaces through the 2005
Open Space Strategy. Having recognised for some time now the need to renew the
strategy, the City also realised the opportunity to consider what a new strategy might set
out to achieve.
An extended period of internal discussion and consultation took place in mid-2014, and
emerging from myriad issues was the possibility of approaching open space with an
entirely different context and philosophy.
From this beginning, the concept of
developing a strategy for the Citys public space the Greater Bendigo Public Space
Plan was agreed, both by staff and subsequently by Council (workshop briefing held 28
September 2015). This meant that not only would the City-owned and/or managed open
spaces parks, gardens, sports reserves and creek corridors be addressed by the
strategy, but that a wider range of public spaces (e.g. streets, plazas, electricity
easements, cemeteries) and other land owners and managers would be integral to the
project.
This change in approach reflects the true nature, scale, complexity and uniqueness of
public space in our city. With this change too come greater opportunities for our public
spaces to enhance the fabric and identity of the city and the lives of residents and
visitors.
The Need for the Plan
The brief for the Greater Bendigo Public Space Plan identified the following drivers for
developing the strategy, which reflected the Citys appreciation of key issues at the time
of its preparation (August 2015):
Providing a public space bigger picture
Outline a contemporary long-term vision towards which the organisation and community
progressively works.
Supporting community growth and health
Organise our public space network in response to population growth and to help improve
community health.
Enabling diverse public space
Provide a framework for more diverse and flexible public spaces.
Improving public space equity
Provide a strategic basis for provision, amenity and maintenance standards with limited
available resources.
Integrating public land
Establish effective ways to coordinate planning and implementation across agencies in
the interest of optimising public land benefits to the City.
Strategic financing of public space
Provide strategic guidance in prioritising public space investment.
PAGE 64
The brief also identified several aspects as being outside the scope of the project,
including:
Assessment of active recreation needs (infrastructure and facilities)

Assessment of play spaces (inventory, design standards, etc.)
Detailed policies on major public space issues.
Detailed design standards/guidelines
Detailed maintenance standards/guidelines
Report
The development of the Public Space Plan is very much about the future of public space
in Greater Bendigo. However, before we can begin to think about what this might
involve, a good understanding of our present situation is needed. The first stage of the
project has sought to provide just this kind of understanding.
Over a period of almost six months, wide-ranging consultation, research, analysis and
documentation has been carried out to produce the draft Greater Bendigo Public Space
Plan Strategic Context and Issues Report (see Attachment A Part 1 and Part 2). This
report is, in essence, a discussion paper, covering a range of issues considered to be of
strategic importance to the present and future of our public space planning. A Summary
Report has also been prepared (see Attachment B).
The report provides comprehensive coverage on a large and complex topic, but is not
exhaustive. Resources to help compile the report have been drawn from numerous
sources many of the City's business units where an interest in public space issues
exists, various government agencies including DELWP, Parks Victoria and Coliban
Water, individuals and groups from across Greater Bendigo, and local, national and
international surveys and research papers (including our Active Living Census 2015 and
Community Health and Wellbeing Survey 2015).
Some of the key findings
Following is selection of summary findings which seem to stand out the most:
The public space situation in Greater Bendigo is particularly definitive of the city and in
many respects unique.
We have an abundance of public space and high accessibility to public space.
The quality of public spaces is highly variable and on average quite low.
We have a strong foundation for connecting public spaces, but lots of gaps.
Public space is not being provided or funded fairly across communities.
There has been limited consideration of the great potential of the citys streets as
public spaces.
Were getting better at integrating organised sport with other public space functions,
but have some way to go yet.
Water use in public spaces is growing but with considerable take-up of recycled water.
Environmental values are intrinsic to most public spaces but not always appropriately
respected or protected.
Were achieving mixed results with stormwater integration.
PAGE 65
Public space expenditure has been inconsistent over time and disproportionately
allocated to organised sport.
Our public space heritage is strong, but not always well recognised or protected.
Our public spaces are often not-well designed for safety, nonetheless crime statistics
show our spaces to be relatively safe.
Some of our public spaces (more than others) are integral to local tourism, events and
public art.
The economic benefits of public space are enormous (based on evidence from various
international sources).
Responding to the issues and focussing the Plan
There are many issues to contend with and although each is important in its own right,
the intention is not for the Greater Bendigo Public Space Plan to address all of them
equally, nor in fact all of them at all. As the project progresses, it will be essential to
narrow the focus in order to build a cohesive, clear and practical strategy.
To provide one example of this, all of the research, supported by consultation feedback,
indicates that the city, overall, has a generous amount of public space measured by
quantity. Similarly, analysis and consultation has revealed that there are some vast
differences in the quality of public spaces. A clear message here is that part of our
focus should be upon uplifting the overall quality of existing public spaces, including in
particular locations, rather than adding more public space. Stemming from this are
evident links to other issues, such as the fairness across communities and in turn to
community health better quality spaces are likely to attract more use resulting in
longer-term community health benefits.
This example shows how the Plan can be more specifically targeted whilst
simultaneously addressing a range of related issues.
The Strategic Context and Issues Report does not step into the territory of identifying
'opportunities' which might direct how issues could be addressed, or even suggest some
sense of priority amongst issues. Instead, the intention is to provide a broad based on
information for discussion and to provoke thought by posing questions for consideration.
The opportunities will then be explored collaboratively as part of the next stage of the
project.
Consultation
The City has consulted widely in order to produce the detailed coverage of public spaces
issues presented in the Strategic Context and Issues Report for stage one. An overview
of consultation activities and findings is included in Appendix C of the report. An
overview of consultation activities only is given in Table 1 below.
PAGE 66
Table 1. Summary of community consultation for stage one

Activity
Measure
Community bulletins
Around 1,400 printed copies distributed
Listening posts
13 sessions
Around 200 participants
Rate Our Spaces online survey
1,323 responses
Primary school survey sessions
13 schools
Around 500 children
Outdoor community forum
20 participants
Informal submissions
5 received
Media coverage
2 media releases, 4 print media articles,

2 local radio segments
Project webpage
1,559 views
Facebook
11 posts
Reached 1,072 users
Twitter
13 tweets, 84 engaged users
Project update online subscriptions
53
In addition to the broader community engagement described above, various government

departments and other agencies and organisations have contributed (a listing is given on
the Acknowledgments page of the Strategic Context and Issues Report.
Governance for the Plans development
Oversight of the development of the Public Space Plan is being provided by a Steering
Group made up of representatives of the City of Greater Bendigo (Mayor and Directors),
Coliban Water, the Department of Environment, Land, Water and Planning (DELWP),
The Heart Foundation, North Central Catchment Management Authority and Parks
Victoria.
To support and complement both the Plans development, and the role of the Steering
Group, a community-based Reference Group is also in place. This group brings together
twelve residents from various parts of Greater Bendigo and with wide-ranging public
space interests.
PAGE 67
Feedback on the Draft Report

The draft Strategic Context and Issues report has been circulated internally within the
CoGB, to the Steering Group and Reference Group, and to selected external agencies.
Summary presentations and discussions have also taken place. Some of the notable
feedback is given below:
Steering Group
The public space corridors and connections are key connectivity can maximise the
advantages of all the parts.
The most public effort should be invested in those communities with the greatest
disadvantage.
The impact of rate capping funding models, including alternate sources, need to be
explored.
Strategies in this plan could be designed to achieve multiple objectives (e.g. example
health, access and transport, fairness, etc.) and help deliver other strategies (e.g.
ITLUS, Environment Strategy).
The drying climate and drought-proofing of public spaces needs to be considered.
Reference Group
Fairness in expenditure stands out as a big issue.

Change the culture of need for green embrace the native landscape.
Connectivity remains the biggest issue quality links.
Streets as public space is an interesting topic rethink infrastructure, traffic
Consider potential governance models and any successful and innovative
public/private management arrangements.
City of Greater Bendigo (internal)

More emphasis on how arts and culture shape public space experience, attraction and
identity.
Querying of basis and reality of public space fairness angle.
Activation/programming of open spaces could we do this better and how?
Strengthen significance of open space contributions.
Office of the Victorian Government Architect
Specialist peer advice into the project is being provided by Victorian Design Review
Panel (VRDP) of the Office of the Victorian Government Architect (OVGA). Following a
review and presentation summary of the draft Strategic Issues and Context report, the
VDRP have provided its recommendations to the city, which are summarised below and
given in full as Attachment C.
Define the scope: Strategic questions are needed to give focus to the aims of the
Plan.
Establish a simple place-based narrative: Explore place-specific issues and
opportunities within the broader Bendigo narrative to make the strategy accessible
and relatable.
PAGE 68
Reinforce landscape and urban features: Further exploration of the relationship

between public spaces and geographic and built form qualities is recommended.
Establish priorities: Determine this on a familiar local neighbourhood basis (rather than
Australian Bureau of Statistics areas) and locally tailor approaches and priorities.
Set performance measures and benchmarks: The Plan has the potential to set a
benchmark for other cities, so research into different benchmarks is recommended.
Governance and implementation: Important to coordinate and influence the thinking of
government land managers to achieve the vision, and to clearly delineate
implementation responsibilities.
Public Display of the Draft Report

The project will benefit from an opportunity for the Greater Bendigo community to see
and have further input to the stage one findings. An informal process is recommended,
whereby the main report and summary are publicly released for six weeks, beginning in
early September, with an invitation to give feedback (as opposed to formal submissions).
This public information and review period will overlap in part with the progression into the
next stage of the project.
Developing a Public Space Vision and Concept (Stage Two)
The formulation of a vision and concept for public space in Greater Bendigo, looking 50
years (two generations) ahead, is the focus of stage two. This provides the ideal setting
to reflect on the findings of stage one and to consider:
Which public spaces issues are of greatest importance to our city and community, and
should be the focus of the Public Space Plan?
What opportunities exist to respond to these issues (noting that some ideas may cut
across multiple issues)?
How should these opportunities contribute to shaping a future vision and concept for
public space, as well as the underpinning objectives and/or principles?
The engagement process for stage two will include open invitations to participate and
collaborate in a workshop series to formulate the elements of a future vision, as well as a
public display of the draft vision and concept and the opportunity to formally comment
on this.
Timelines
The project commenced in November 2015 with an anticipated completion date of June
2017 as stated in the Council Plan. This completion date is ambitious. A conventional
open space strategy takes approximately 18-24 months to develop. The increased scale
and complexity of the Greater Bendigo Public Space Plan means the completion of plan
by June 2017 is challenging and whilst every effort will be made to complete the project
within this timeframe, it is likely that completion will occur later in 2017. The major
stages of work and associated target dates for completion are given in Table 2.
PAGE 69
Table 2. Work stages and milestones for the Public Space Plan
Stage
Description
Target completion
Strategic Framework
August 2016
Vision and concept
December 2016
Draft Public Space Plan
April 2016
Final Public Space Plan
June 2017 (as per current Council Plan)
Conclusion
The Greater Bendigo Public Space Plan is being developed as a major long term
strategy for the city's public space. Following an extensive period of research,
consultation and analysis, the Strategic Context and Issues Report has been drafted to
document the present public space context and to highlight issues of strategic
importance. The draft report is recommended to be placed on informal public display for
information and comment.
The findings of the report also provide the foundation for considering how the future of
public space in Greater Bendigo might be shaped, and what aspects of public space
should be the focus of the strategy. This is the task of stage two of the project,
commencing in September.
Attachments
A.
B.
C.
Part 1 (Report) and Part 2 (Appendices) - Draft Greater Bendigo Public Space Plan
Strategic Context and Issues Report, July 2016.
Draft Greater Bendigo Public Space Plan Strategic Context and Issues Summary of
Key Findings Report, July 2016.
Office of Victorian Government Architect, Design Review Report, Greater Bendigo
Public Space Plan 30 June 2016.
RECOMMENDATION
That the Greater Bendigo City Council resolve to:
1. Endorse the draft Strategic Context and Issues Report and Summary Report,
produced as the major stage one deliverables of the Greater Bendigo Public Space
Plan, as a sound basis upon which to progress the project; and
2. Release both reports for public comment over a period of six weeks in the lead up to,
and partly overlapping, the commencement of stage two of the project.
PAGE 70
3.2
AWARDING OF CONTRACT NO: CT000274 FOR GARDEN FOR THE

FUTURE - BENDIGO BOTANIC GARDENS
Author
Brett Martini, Manager, Engineering and Public Space
Responsible Interim
Director
Ian Couper, Interim Director, Presentation and Assets
Summary/Purpose
The purpose of this report is to recommend the awarding of the contract for the
construction of the Garden for the Future to Ace Landscape Services Pty Ltd for the
contract sum of $4,057,597.16.
Policy Context
City of Greater Bendigo Council Plan 2013-2017 (2016-2017 Update):
Theme: 2
Planning for Growth
Strategic objective 1.
Greater Bendigo plans for the needs of our growing

population through the preparation of long-term strategies
and the development of 'major new assets' and supporting
infrastructure.
Strategy 2.1
To maintain the unique character of Greater Bendigo,

Council delivers major projects that accommodate the
growing population and diversifies the economy.
Action 2.1.2
Continue development of the Bendigo Botanic Gardens

'Garden for the Future' project, including completion of the
Visitor Hub design.
Theme: 3
Strategic objective 1.
High quality public space infrastructure, programs and

services are planned and delivered that support Council's
vision for Greater Bendigo to be Australia's most liveable
regional city.
Strategy 3.1
Greater Bendigo has attractive and accessible parks,

public spaces and streetscapes that are widely used, and
enable people to be healthy and active.
PAGE 71
Strategy Reference:
Bendigo Botanic Gardens Masterplan (2010):
5.2.2 New Garden Area - Garden for the Future
One of the main features of the Bendigo Botanic Gardens Master Plan is a significant
extension to the Gardens east of Bendigo Creek. This is located between Hamelin
Street and Bosquet Street to the south of the existing Gardens. This area is intended to
act as botanic gardens proper and as such will hold important botanic collections and
requires significant maintenance inputs.
At the Councillor Forum on 8/10/2014, discussion was held regarding the Council
commitment of $3.4M for the construction of the Garden for the Future and the Victorian
Government offer of $500,000 via Regional Development Victoria(RDV). At this meeting
it was determined to accept the RDV grant with construction to be phased over the
2015/16 and 2016/17 financial years.
In order to meet the budget for the Garden for the Future construction a number of "value
management" measures were developed.
These included:
1. Postponement of the least essential components from the scope e.g. some
garden beds within the Fun and Fantasy Garden, the Threshold Garden, the
Display Gardens and the Picnic Area.
2. Reduction in the material quality of hard surfaces e.g. gravel paths.
3. Reduction to the extent of garden beds and replacement with gravel or grass.
4. Reduction to the height and material quality of raised garden beds.
5. Replacement of retaining walls with graded slopes.
The opportunity for City of Greater Bendigo (CoGB) staff to source, propagate, grow and
install plants and trees was also identified as an opportunity to reduce costs. This option
has been undertaken by the CoGB Parks and Natural Reserves (P&NR) Unit. Some park
furniture and BBQ's were identified as also being cost effective to purchase through
CoGB contractor suppliers and these items were purchased in the 2015/16 financial
year.
Detailed plans and specifications were developed based on the above detail. Due to the
requirement to value manage a number of elements of the design to bring likely tender
prices in line with the available budget, a number of items were included as provisional
items in the specification. These were to be costed as part of the tender submission. The
items would then be considered as part of the tender evaluation and depending on the
tender price, may be included in the contract.
PAGE 72
Report
The contract for works was advertised on 4 June 2016 and closed on 4 July 2016. Three
tenderers were received and were evaluated by the tender evaluation panel which
consisted of representatives of the Engineering and Public Space, P&NR and Building
and Property units. The tenders were evaluated against the evaluation criteria which
included capacity, capability, local content and price.
Based on the evaluation criteria, Ace Landscape Services Pty Ltd (Ace Landscape
Services) were considered the preferred tenderer. Whilst their tender price was not the
lowest they were able to demonstrate superior capability and capacity over the lowest
tenderer and received the highest score of the three tenderers. In particular, their
experience in the satisfactory delivery of projects of similar scale and complexity as
compared to the lowest tenderer resulted in significantly higher scores for capability. The
level of detail provided in regard to subcontractors and program of delivery demonstrated
their capacity to undertake the works.
A meeting was held with Ace Landscape Services to clarify a number of elements of their
tender, the tender price, and discuss opportunities that Ace Landscape Services
identified in their tender as potentially producing a more cost effective outcome.
As a result of this meeting and subsequent correspondence, a revised tender price was
supplied by Ace Landscape Services. Based on the amended price, Ace Landscape
Services remained the preferred tenderer.
The development of the Bendigo Botanic Gardens Masterplan was undertaken with
significant community consultation. Through the development of the plans for the Garden
for the Future, the Friends of the Bendigo Botanic Gardens have been consulted, are
supportive of the design, and have made a financial commitment to the project.
Consultation with stakeholders within CoGB has been extensive in particular, with the
P&NR Unit which will not only manage the maintenance of the Garden for the Future
once works have been completed, but have been able to reduce the cost of the works
through the supply and installation of plants and trees.
Since the commitment of funding and the RDV grant, CoGB has been able to secure
additional funding for the project. This has included a further State Government grant
and funding from Bendigo Northern District Community Enterprise.
The City incurred expenditure of $39,499 on plant supply and $65,520 on furniture being
a total of $105,019 in 2015/16.
PAGE 73
In the Council 2016/17 budget, the expenditure budget is:

Carried Forward unspent expenditure from 15/16
Garden for the Future allocation
Total expenditure budget in 2016/17
$1,365,545
$2,602,000
$3,967,545
In order to meet the total funding commitment, Council will need to budget a further
expenditure in 2017/18. This will cover the completion of the contract works and P&NR
costs.
Conclusion
The contract for the construction of the Garden for the Future was advertised on 4 June
2016 and closed on 4 July 2016. Based on the tender evaluation criteria which included
capacity, capability, local content and price, Ace Landscape Services were the preferred
tenderer.
Attachments
Nil
RECOMMENDATION
That Council, having undertaken a public tender process for the Garden for the Future
construction and having evaluated the tender submissions in accordance with the tender
evaluation criteria, the contract CT000274 for the construction of the Garden for the
Future be awarded to Ace Landscape Services Pty Ltd for the contract sum of
$4,057,597.16.
PAGE 74
3.3
RURAL COMMUNITIES STRATEGY
Author
Deb Simpson, Coordinator Connecting Communities

Trevor Budge, Manager Strategy
Responsible
Director
Summary/Purpose
The purpose of this report is to present the Rural Communities Strategy for Council
consideration and endorsement following a community comment period.
Policy Context
Council Plan Reference (2016/17 update):
3.7.3 Implement agreed actions from the adopted Rural Communities Strategy.
The development of a Rural Communities Strategy is an identified priority within the
20132017 Council Plan, with the objectives of:
improving knowledge and understanding of Greater Bendigos rural communities;
better recognising and understanding how Councils adopted and proposed policies
and strategies may apply to Greater Bendigos rural communities;
managing and supporting change, growth and community development in Greater
Bendigos rural communities;
identifying initiatives and actions that Council and City staff can undertake to
promote sustainable and vibrant futures for Greater Bendigos rural communities.
Extensive internal and community consultation processes supported the
development of the draft Rural Communities Strategy (draft Strategy). These
consultation processes informed the six themed principles - each underpinned by
linked actions - the draft Strategy was premised on. The six
themed principles were:
1.
2.
3.
4.
5.
6.
Building on our understanding of our rural communities.

Working much better with our rural communities.
Realising the social and economic potential of our rural communities.
Sustaining the unique attributes of our rural communities.
Advocating with and on behalf of our rural communities.
Realising and capitalising on our Citys regional and rural leadership
potential.
PAGE 75
Council considered the draft Strategy in May 2016 and resolved to release it for a
community comment period. The purpose of the community comment period was to
further test the relevance and value of the proposed principles and actions. The
community comment period ran from 30 May 2016 to 29 July 2016.
25 May 2016: Council resolved to release the draft Strategy for a community comment
period.
Report
This report summarises the feedback received on the draft Strategy throughout the
community comment period. It also outlines the recommended responses to that
feedback. The recommended responses have been incorporated into the Rural
Communities Strategy that forms Attachment 1.
Some respondents indicated they did not understand the importance / relevance of
Council establishing a Rural Communities Strategy. It was explained that rural
communities often experience very different challenges and opportunities across the
economic, environmental and social realms when compared with urban communities
(e.g. internet access), and that the intent of the Rural Communities Strategy is to
establish a range of agreed actions that may assist in maximising positive outcomes from
those unique challenges and opportunities.
The feedback received indicated general support for the themed principles however it
was suggested that they could be collapsed from six down to four without loss of intent.
The recommended themed principles within the Rural Communities Strategy are
therefore:
1.
Building on our understanding of our rural communities.
2.
Continuing to work more effectively with our rural communities and
advocating with and on behalf of our rural communities.
3.
Realising the unique values attributes, plus the social and economic
potential of our rural communities.
4.
Realising and capitalising on our Citys regional and rural leadership
potential.
The feedback received also indicated support for the number of actions to be greatly
reduced. The sentiment was that it would be preferable to focus on progressing fewer
actions but to a greater degree / higher quality. The draft Strategy included 46 proposed
actions whereas 18 actions have been recommended for inclusion within the Rural
Communities Strategy. The 18 recommended actions have been identified as the highest
priorities based on degree of potential impact and practicalities.
The themes that consistently emerged through the feedback received included:
Communication between rural communities and City staff / Council could be
improved.
PAGE 76
There was a perception that communication between Greater Bendigos rural

communities and Councillors had been adversely impacted by the Victorian Electoral
Commissions decision to introduce the three Ward representation model. The
geographical make up of each Ward is now approximately 5% urban and 95% rural,
whereas the population distribution is approximately 15% rural and 85% urban.
Respondents conveyed that, irrespective of how diligent the Ward Councillors may be in
trying to engage with all of their constituents, under the new model the Councillors focus
is prone to being drawn to urban issues and opportunities. The value of Councillor ward
meetings in rural areas was also recognised as an important communication tool.
Actions 1.1, 1.2, 1.3, 2.1 and 3.1 within the Rural Communities Strategy are
recommended responses to this feedback.
City staff / Council need to establish systems that promote greater awareness of the
likely impacts any internal decisions may have on rural communities.
Actions 1.1, 1.2, 1.3, 2.1 and 3.1 within the Rural Communities Strategy are
recommended responses to this feedback.
The willingness and capacity of the City / Council to play a regional leadership role
is integral to the ongoing sustainability and vibrancy of Greater Bendigos rural
communities and neighbouring municipalities.
There is strong support for growing the population of our rural towns and providing
greater choice and affordability in housing. There was strong sentiment that there is a
direct correlation between Greater Bendigos / Central Victorias ability to grow its
reputation and functionality as a regional hub and the ongoing sustainability and vibrancy
of Greater Bendigos rural communities. Liveability in rural communities and economic
investment in agriculture will place greater emphasis on ensuring sustainable water
supplies. There was a strong theme around Council supporting economic development
initiatives in the Citys rural communities that will strengthen investment and more local
job generation. Respondents considered that the regional hub concept was critical to the
ability to attract innovators, investors, tourists and new residents which would in turn
have positive flow on effects for Greater Bendigos rural communities.
Actions 1.1, 1.2, 2.2, 2.3, 2.4, 2.5, 3.1, 3.2, 3.3, 3.4, 4.1, 4.2, 4.3 and 4.4 within the Rural
Communities Strategy are recommended responses to this feedback.
Greater Bendigos rural communities are not homogenous and their unique
landscapes plus cultural and heritage assets need to be protected and celebrated.
Actions 1.1, 1.2, 1.3, 2.1, 3.3, 3.4, 3.5, 3.6, 4.2, 4.3 and 4.4 within the Rural Communities
Strategy are recommended responses to this feedback.
Mobile phone and internet network coverage, access to public transport and access
to health and wellbeing services (including mental health support) are key issues
for Greater Bendigos rural communities.
Actions 1.1, 1.2, 1.3, 2.2, 2.3, 2.4, 2.5, 3.1, 3.2 and 4.2 within the Rural Communities
Strategy are recommended responses to this feedback.
PAGE 77
The development of a Rural Communities Strategy is an identified priority within the
20132017 Council Plan.
Timelines:
The community comment period for the draft Strategy ran from 30 May 2016 to 29 July
2016.
If Council opts to not adopt the Rural Communities Strategy at the 31 August Council
meeting, the matter will need to be referred to the incoming Council for consideration.
This is because there are no further Council meetings scheduled prior to Caretaker
Period coming into effect on 20 September 2016 and the Local Government Act 1989
stipulates that Council cannot adopt strategies during Caretaker Period.
Risk Analysis:
If the Rural Communities Strategy is not adopted by Council at the 31 August Ordinary
Meeting there is a significant risk that the Council Plan (2016/17 update) action of 3.7.3:
Implement agreed actions from the adopted Rural Communities Strategy will not be
progressed.
As the various Rural Communities Strategy development phases have been supported
by significant internal and external stakeholder engagement processes, there is also a
risk of loss of confidence in City and Council processes if it is not adopted.
A draft Strategy Communication and Engagement Plan (Plan) refer Attachment 2
was implemented throughout the community comment period. Within the Plans face to
face contact opportunities, community members and other stakeholders were
encouraged to consider:
how they may be able to support the proposed principles and actions.
if there were any proposed principles and actions they were unsupportive of, and
why.
if there were alternative or additional principles and actions they would like to
suggest, and why.
Emails were sent to all City business unit Managers requesting that they and their staff
review the draft Strategy. Two lunch time discussion forums were also facilitated. Eight
staff from different City business units provided feedback.
The opportunity to provide feedback on the draft Strategy was promoted through a
diverse range of mediums including:
brochures printed by the City.
City media releases.
PAGE 78
City social media and website posts (with links to the online survey).
City email networks (with links to the online survey).
an ABC Central Victoria radio interview undertaken by Cr Williams.
Councillor Ward meetings that were scheduled during the community comment
period (e.g. in Eaglehawk, Heathcote, Mandurang and Mia Mia).
community newsletters.
a rural stakeholders workshops involving government departments, service
providers and other organisations.
feedback received through staff attendance at various community and group
meetings that were held in various places across the municipality during the
community comment period.
In additional to the feedback received via face to face contact with staff, approximately
45 community members and other stakeholders completed the online survey.
Councils Farming Advisory Committee has also been instrumental in providing feedback
on the draft Strategy.
There were ten themes and findings that emerged through the feedback received.
1. There is strong support for Council having a Rural Communities Strategy. The
concept that the Citys rural areas and communities need specific recognition
and therefore a tailored approach to working with them is widely supported.
2. The major themes that emerged from the engagement and consultation
processes which informed the development of the draft Strategy were strongly
confirmed.
3. The key themes and principles, which underpinned the draft Strategy, received
a high level of support.
4. There was strong support to consolidate down from the number of actions in the
draft Strategy and focus on fewer priority actions.
5. Concepts and ideas that were put forward in the draft Strategy that provided
new models for communities working together were considered to have merit
but a one size fits all approach was not supported. Different communities want
to develop and evolve different models that will work for them.
6. Actions that provided a conduit for rural communities to convey issues to
Council were seen as highly desirable.
7. There is considerable support in some communities for a greater level of selfdetermination in terms of being able to access grants or a financial allocation
from Council and to locally determine spending priorities. Reference was made
to other municipalities where this concept is being used. This should be
investigated as a concept through the work of the Rural Communities Advisory
Committee, the establishment of which has been recommended within the Rural
Communities Strategy.
PAGE 79
8. There are differing views on how community planning should be undertaken at

the community level and what the status and impact of the Community Plans
that are produced is. There are concerns about how they should be
implemented: some communities place a greater emphasis on the City being
responsible for implementation while others have readily embraced the idea that
it is the communitys plan and they need to ensure that they carry out the
actions. The detailed and very thoughtful submission to the draft Strategy
prepared by the Heathcote community should be referred for consideration by
the Rural Communities Advisory Committee and the Rural Communities team
that are proposed as part of the Rural Communities Strategy.
9. Many residents of urban Bendigo have a strong attachment to and interest in the
Greater Bendigos rural areas and communities.
10. Council needs to retain its Farming Advisory Committee and its focus should be
specifically on agriculture, agribusiness and issues that directly impact the
business and operation of farming activities (such as drought and its social,
economic and mental health impacts). A separate Rural Communities Advisory
Committee should also be established and its focus should primarily be rural
townships and settlements and those people who live in rural areas but are not
engaged in full scale agriculture or pursuing farming activities.
Many of the proposed actions could be achieved through advocacy and with re-design of
work practices rather than with additional resources. Where additional resources may be
required, it is proposed that Council consider the related business cases on a case by
case basis as part of the development of the new four year Council Plan and annual
budget development processes.
Conclusion
Over the course of the past year the City of Greater Bendigo (City) has engaged in
extensive community engagement and consultation processes to inform the development
of the Rural Communities Strategy. These processes have included the preparation of a
Rural Communities Issues and Opportunities Discussion Paper plus a draft Rural
Communities Strategy.
Greater Bendigos rural communities are an integral component of our municipality. The
rural areas make up approximately 95% of our municipalitys land mass, and while 85%
of our municipalitys population lives in urban areas the remaining 15% represent one of
Victorias largest rural populations. People living in our rural areas make significant
contributions to our broader community, the businesses that operate within them make
significant contributions to our economy, and the areas themselves include important
cultural, environmental and heritage assets.
PAGE 80
The Rural Communities Strategy seeks to enhance City and Council support for Greater
Bendigos rural communities and to maximise positive outcomes from the many different
challenges and opportunities they are presented with across the economic,
environmental and social realms. It includes four themed principles and 18 linked actions
to guide the Citys and Councils ongoing work with and on behalf of our rural
communities.
Attachments
1.Rural Communities Strategy.
2.Draft Rural Communities Strategy Communication and Engagement Plan.
RECOMMENDATION
That Council:
1. adopt the Rural Communities Strategy.
2. consider specific actions from the Rural Communities Strategy for inclusion in
the new four year Council Plan
3. consider any business cases for additional resources to support the
implementation of the Rural Communities Strategy on a case by case basis as
part of annual budget development processes.
4. thank all community members and other stakeholders who provided feedback
on the draft Rural Communities Strategy.
PAGE 81
3.4
FINAL CULTURAL DIVERSITY AND INCLUSION PLAN (CDIP)
Author
Natalie Jacobson, Coordinator Inclusive Communities

Steve Abbott Manager Community Partnerships
Responsible
Director
Summary/Purpose
The purpose of this report is to seek Council endorsement for the Greater Bendigo
Cultural Diversity and Inclusion Plan (CDIP) following a process of community
consultation.
Policy Context
This report responds to the following:
City of Greater Bendigo Independent Review (Independent Review):
Recommendation 47 - Develop a Reconciliation Action Plan and a Cultural Diversity
Strategy during the 2013/14 financial year.
Council Plan 2013 - 2017 (2016/17 update):
Strategy 3.6 - Greater Bendigo has inclusive and equitable communities where people
feel welcome and connected to others.
Action 3.6.1 - Promote equitable and inclusive communities through implementation of
the Human Rights Charter across the organisation and implementation of the first
Reconciliation Action Plan and Cultural Diversity and Inclusion Plan.
Council Policy:
City of Greater Bendigo Human Rights Charter 2014:
Freedom of expression;
Freedom of thought, conscience, religion and belief; and
Cultural rights.
PAGE 82
The Independent Review noted that the City of Greater Bendigo (City) was the only Local
Government Area in Victoria with a population over 100,000 people that did not have a
Cultural Diversity and Inclusion Plan (CDIP) or similar. Inclusive societies do not evolve
naturally from the presence of diversity; rather a clear strategic direction with multilayered
leadership is required. Without such a strategic approach to fostering social equality and
to reducing all forms of racial and religious discrimination, the City is at risk of failing to
meet the legislative requirements of the Victorian Human Rights and Responsibilities Act,
Race Discrimination Act and the Local Government Act.
In response to the Independent Review recommendations and Greater Bendigos
growing multiculturalism (including many residents from non-English speaking
backgrounds), the City commenced development of a CDIP. The CDIP is intended to
foster strategic and collaborative approaches to improving cultural inclusion, a key
determinant for overall social cohesion, and thus preventing racial and religious
discrimination.
The development of the CDIP commenced at the beginning of 2015 and has involved
significant community engagement in its development.
This has included the
establishment of a CDIP Community Reference Group representing a wide range of
sectors, working groups that focused on particular themes related to cultural inclusion,
and community forums. A total of 49 people were actively involved in the development of
actions that are within the plan. The approach, goals, and actions in the CDIP have
been developed with consideration to:
Identified best practice: including holistic, multifaceted, place-based, relevant and
coordinated approaches.
Secondary research analysis; identified factors that support culturally inclusive
attitudes, reduce racism, and increase participation and sense of belonging for
residents from culturally diverse backgrounds.
Local qualitative research with a range of residents from culturally diverse
backgrounds.
Local quantitative research: Youth Attitudes towards Multiculturalism Survey and
the Australia@2015 survey.
Consultations and discussions with a range of stakeholders identifying barriers,
opportunities and potential solutions.
Actions in the CDIP contribute to achieving one of the following goals:
1) A Greater Bendigo community that understands and respects cultural and
religious differences and supports multiculturalism.
2) Residents from culturally, linguistically and religiously diverse backgrounds have
equal opportunities to access culturally appropriate services and participate fully in
the Greater Bendigo community.
PAGE 83
3) Religious and racial discrimination is prevented and / or addressed effectively.

4) The City of Greater Bendigo is a leading organisation for cultural inclusion.
5) Ensure capacity to implement the CDIP and apply continual improvements.
The CDIP is premised on different organisations working in a planned and collaborative
manner to implement a range of evidence-based objectives and actions. The
implementation of the CDIP is a joint responsibility between stakeholders identified in the
Plan. The role of the City includes being a facilitator between stakeholders (including the
City as an organisation), liaison with the State government regarding cultural inclusion
needs of the community, and supporting effective governance structures during the
implementation of the CDIP.
5 August 2015: Council endorsed the CDIP project methodology. Council also resolved
to appoint Councillors Williams, Weragoda and Fyffe to the CDIP Community Reference
Group (CRG). Councillor Cox also opted to participate in the CRG out of personal
interest.
20 July 2016: Council endorsed the draft CDIP to enter a period of community
consultation.
Report
Public Consultation
The draft CDIP was presented to Council on July 20 for a 19 day period of community
consultation. During this period of consultation the draft CDIP and opportunities to
provide feedback were promoted in the following ways:
Media release and subsequent articles promoting community consultation
opportunities in the Bendigo Advertiser, Bendigo Weekly and ABC Central Victoria
radio.
Listening Post at the Bendigo Library.
Development and distribution of 500 postcards regarding the CDIP community
consultation to public places and community facilities, and an updated Project
Bulletin.
Availability of the CDIP in hard copy at Council officers and the Library.
Promotion through networks from City staff and CDIP Reference Group members.
Promotion of the Citys website.
PAGE 84
Despite the significant promotion and distribution of the CDIP, general community
engagement and feedback from members of the public was limited, including three
people attending the listening post at the Library and 6 residents provided feedback
online.
However, there was well considered and constructive feedback from a number of
community groups and organisations. Targeted consultations where held with the
following stakeholders who the CDIP affects or are in influential positions:
Residents from culturally diverse communities, organisations and groups,

International students,
Teachers and principals,
Bendigo Interfaith Council
Consultation with City Staff.
The Bendigo Settlement Network.
It is likely that the limited feedback was related to the significant community engagement
in the development of the CDIP, opportunities provided for Community Reference Group
members to provide feedback during the development of the Plan, and a general
consensus of public support for the CDIP.
Written submissions have been incorporated into the Consultation Summary
(Attachment 1) and subsequent changes to the CDIP stated where applicable.
Emerging themes and key changes
There was general strong support for the CDIP from all sectors and community groups
who provided feedback. Following is some common feedback from discussions and
written submissions;
The CDIP is a holistic and comprehensive plan that will require ongoing
resourcing.
Response: action 32.d relates to securing ongoing financial resources. The
achievement of many actions rests on partnerships, including the pooling of
different types of resources, and there is good will and strong commitment from
different stakeholders to deliver upon the agreed actions.
There were similarities between different actions and opportunities to consolidate
actions.
Response: consolidation of actions took place where similarities existed. In
particular actions related to: workplace and volunteer organisations and
community awareness about Islam.
A priority need for culturally diverse communities and organisations is an
appropriate venue for ongoing meetings, cultural practices and celebration.
Response: a new action (8.f) was added to explore opportunities for facilities that
meet the needs of cultural groups and organisations.
Schools were identified as priority sites to foster culturally inclusive attitudes and
address racism.
PAGE 85
Response: increased focus on supporting professional development of teachers,

action 21.b.
Duplication of initiatives between different organisations and community groups
Response: ongoing coordination between different stakeholders will be essential
and the role of Local and State Government play an important role to foster this,
as referred to in actions 31a, 32.c
Whilst the review of the CDIP involved the consolidation of draft actions and objectives,
new actions that assisted the achievement of goals were proposed by different
stakeholders, particularly: Rural Australians for Refugees, Bendigo Interfaith Council,
Aspire Foundation, Believe in Bendigo and Community Leadership Loddon Murray.
This resulted in an increased number of Lead Organisations and actions overall. In
total, the City is responsible of 58% of actions, most of which are related to goal 4 and 5:
The City of Greater Bendigo is a leading organisation for cultural inclusion, Ensure
capacity to implement the CDIP and apply continual improvements.
The CDIP remains ambitious, but the breadth of sharing responsibility for implementation
amongst different stakeholders has broadened. Whilst this reduces expectations on the
City for the actual delivery of actions, investment in good governance to maintain a
coordinated approach will be essential. Following is a summary of changes to the CDIP.
Within the CDIP
Number of objectives
Number of actions
Number of lead organisations
Draft
36
135
18
Final
33
142
21
It is possible that not all actions will be implemented due to resource restraints. However
the achievement of goals is not dependent on singular specific actions, but rather the
collective impact of many actions. The overall success of the CDIP will be determined by
the following:
Increased positives attitudes towards multiculturalism in Bendigo and different
ethnic and religious groups.
Reduced experiences of racial and religious discrimination.
Increased participation of culturally diverse residents in public life.
It should also be noted, that many of the actions are not completely new, but involve
increasing the scope, application or further development of current and or planned
initiatives.
Considerations of feedback has been incorporated into the revision of the CDIP, see
Attachment 1.
PAGE 86
CDIP Steering Group

Whilst the successful implementation of most actions rest on a partnership approach,
each action has a Lead Organisation which has the primary responsibility for progressing
the respective action, coordinating the implementation of the action with partners and
reporting back on progress in accordance with the measureable target.
Stakeholder participation in actions is not restricted to Partners identified in the CDIP.
Rather others stakeholders, not listed in the CDIP, may support Lead Organisations to
implement the action and their contribution will be recognised in the review of the CDIP.
Action 31.b refers to a partnership agreement between the lead organisations. This
agreement will seek for all Lead Organisations to support the successful implementation
of the CDIP, share relevant information to support a coherent approach, work in
partnership with other identified stakeholders to deliver actions, and recognise and
support the roles and responsibilities of different stakeholders in the CDIP including that
of the City. Participating in regular reporting requirements on the progress of respective
actions will also be the responsibility of the lead organisation. Systems and tools will be
developed that will enable easy and standardised reporting of Lead Organisations.
If Council adopts the CDIP, City officers will undertake a recruitment process for
membership of a CDIP Steering Group (Steering Group). The Steering Group will be the
overarching governance body of the CDIP to ensure a collaborative whole of the
community approach to the implementation of the CDIP. It is foreseen the Steering
Group will meet quarterly and core responsibilities will involve:
Monitoring the progress of actions, and improving the quality and efficiency of
actions.
Problem solving any emerging barriers and issues.
Promoting a coordinated approach.
Supporting acquisition of appropriate resources.
Membership of the CDIP Steering group will be sought from:
Stakeholders who are lead organisations and are responsible for considerable
actions within the CDIP.
Representatives from relevant agencies from the Department of Premier and
Cabinet.
Culturally diverse communities.
Individuals who have membership and are influential in different networks and
sectors.
A draft Terms of Reference will be developed for recruitment and reviewed at the first
meeting.
Council endorsement of the CDIP is of high importance. Council resolved to complete all
Independent Review recommendations within the current Council term, of which the 31
August Ordinary Meeting will be the final opportunity to achieve this.
PAGE 87
Timelines:
Key upcoming timelines include,
September 2016 public launch of the CDIP
November/December 2016 establishment of the CDIP Steering Group
December 2016 joint partnership agreement between lead organisations signed
(Action 31.b)
August 2017 Annual Review of the CDIP (action 32.a)
Risk Analysis:
The good intentions and commitment from different stakeholders to promote
multiculturalism in Greater Bendigo is strong. However, there is a risk that well intended,
but unstructured pro-activism will undermine a coordinated, coherent and empowering
approach, including impairing the core roles of relevant stakeholders.
The governance structures and partnership agreements aim to mitigate this issue,
however participation in a cohesive approach is ultimately at the discretion of respective
stakeholders.
There is a risk that 19 of the proposed actions within the draft CDIP will not be able to be
progressed as they are reliant on attracting additional external funding. It is proposed to
manage and report on this risk on an action by action basis.
The CDIP was promoted to staff via email, the CEO bulletin, Project Bulletins and the
corporate update. A presentation was provided to the Organisation Support Directorate,
the Community Partnerships Unit and an internal listening post. Furthermore, relevant
actions were discussed with the Executive Services Manager.
Consultation was also held throughout the development of the plan with the Internal
Project Reference Group.
The draft CDIP was presented to Council on July 20 for a 19 day period of community
consultation. During this period of consultation the draft CDIP and opportunities to
provide feedback were promoted in the following ways:
Media release and subsequent articles promoting community consultation
opportunities in the Bendigo Advertiser, Bendigo Weekly and ABC Central Victoria
radio.
Listening Post at the Bendigo Library.
PAGE 88
Development and distribution of 500 postcards regarding the CDIP community

consultation to public places and community facilities, and an updated Project
Bulletin.
Availability of the CDIP in hard copy at Council officers and the Library.
Promotion through networks from City staff and CDIP Reference Group members.
Promotion of the Citys website.
For a detailed list of submissions and considerations please refer to Attachment 1
Community Consultation Report.
Responsibility for implementing the CDIP will be shared between the City and other
organisations who have already agreed to be a Lead Organisation to implement the
proposed actions. Resourcing of the proposed actions will be achieved via a combination
of the following:
Existing City resources ($42,000 is denoted for CDIP implementation within the
2016/17 budget).
Existing resources of other organisations.
Individual organisation and partnership based grant applications.
Seeking additional resources within stakeholder budgets.
The City is the lead agency in a Strategic Partnership Grant application to the Victorian
Multicultural Commission (VMC) that is currently under consideration.
Bendigo Community Health Services and Loddon Campaspe Multicultural Services are
the application partners. If the application is successful it will contribute to the delivery of
several of the 19 proposed draft CDIP actions that are reliant on obtaining external
funding.
The VMC have informed the City an outcome of this funding submission will be
determined by the end of August.
Conclusion
The development of a Cultural Diversity and Inclusion Plan (CDIP) is a commitment of
the City of Greater Bendigo Independent Review and the Council Plan 2013 2017. The
CDIP is intended to promote strategic and collaborative approaches to improving cultural
inclusion, a key factor in achieving social cohesion, and to preventing racial and religious
discrimination.
Research outcomes and internal and external stakeholder consultation have informed
the goals, objectives, actions and approaches of the CDIP. There is strong interest and
commitment from different stakeholders within the Greater Bendigo community, including
the 21 organisations who have assumed Lead Organisation responsibility for actions in
the CDIP.
PAGE 89
This collective, holistic approach is consistent with best practice, reflective of State and
national multicultural policy and will result in measurable positive changes in Greater
Bendigo.
Attachments
1.
2.
Consultation Summary
Greater Bendigo Cultural Diversity and Inclusion Plan 2016-2019
RECOMMENDATION
That Council:
1) Formally thank individuals and organisations who provided submissions to the
draft Greater Bendigo Cultural Diversity and Inclusion Plan.
2) Endorse the Greater Bendigo Cultural Diversity and Inclusion Plan 2016 2019.
PAGE 90
3.5
HACC - FOOD SERVICES FEASIBILITY STUDY
Author
Caroline Grylls, Acting Manager Community Services
Responsible
Director
Summary/Purpose
To present the findings of investigations into alternatives to the current Victorian Home
and Community Care, and Commonwealth Home Support Program food services.
Policy Context
Strategy 1.1 - Good governance principles are used to guide strategic decision-making.
Action 3.6.2 - Review policies and procedures for Home and Community Care Services,
in line with the implementation of the Commonwealth Home Support (CHSP) and the
National Disability Insurance Scheme (NDIS).
Aged Care Review
HDG Consulting Group was commissioned in 2012-13 to undertake a review of Aged
and Disability (A&D) services for the City of Greater Bendigo (City). At the time of the
study the Citys A&D services unit provided services to 3,956 people, delivered by over
230 staff and 200 volunteers, at a total cost of $9.9 million, increasing by $100,000
annually.
The review undertaken by the HDG Consulting Group took many months to complete
with 114 staff participating in a survey and workshops. Client feedback was gathered
through a client survey and focus groups with over 1,096 clients responding to the
survey.
During this review, with the exception of one client, all respondents believed that the City
should continue to deliver services. The majority of clients identified that for older adults,
council should help people remain in their own homes and to live as independently as
possible.
PAGE 91
The report found pressures on the Citys Aged and Disability Services included; an aging
population; an increase in the prevalence of dementia; increased risk management
considerations; national policy reform; an aging workforce, and increasing financial
subsidisation by the City.
Along with a range of recommendations about efficiency, best practice, workforce
planning, advocacy and further review, the A&D review findings recommended that
alternative future service options be considered in relation to future planning and service
delivery of A&D services. At the time options included Council providing all services,
some services, being a facilitator of services or exiting service delivery.
Councils Independent Review, conducted in 2012-13
recommendations in relation to the A&D service review:
made
the
following
Recommendation 6
Following completion of the Aged and Disability Service review, implement and
complete the recommendations adopted by Council in a timely manner, and;
Recommendation 20
Develop a change management strategy to undertake an adopted structural
change to the Aged and Disability Services Unit.
Along with implementing a range of efficiency measures, at its Ordinary Meeting of 6
May 2015 Council resolved:
4. That Council investigate alternatives to the current Meals on Wheels service and
encourage alternative models for the delivery of property maintenance services
under H&CC and that a report be provided to Council within 6 (six) months.
In addition to the reviews led by the City, the Commonwealth reform of the aged care
sector has been ongoing for 6 years as part of a 10 year plan. The main purpose of the
aged care reform is to provide a more consistent, equitable and sustainable service
system across the nation and to provide person centred support for both the aged and
people with significant disabilities.
Throughout this period of ongoing review, Council and officers have been mindful of rate
capping and the need to continue reviewing all services and find further efficiencies in its
operations where appropriate.
Following on from the Aged and Disability review, Councils Independent Review, the
Community Wellbeing Directorate review and ongoing internal service reviews, the Home
Support unit has undergone considerable reform. The following initiatives have been
implemented:
Non-funded transport service for a small number of HACC clients discontinued as
from 31 December 2013;
Home and Community Care (HACC) Assessment Services were brought back in
house from 1 January 2014;
Food Services (meals on wheels) program was aligned with the Community Chef
local government model in March 2014;
PAGE 92
Community Aged Care Packages (20) transferred to the Loddon Mallee Area
Consortium as from 30 June 2014;
Veterans Home Care Services contract not renewed with the Loddon Mallee Area
Consortium as from 30 November 2014;
Brokerage (where ineligible people could pay full cost to receive services) services
discontinued as from 30 November 2014;
Review of the services in line with the revised HACC guidelines to ensure that
services are planned and allocated according to each individuals assessed need;
Efficiencies have been achieved across a number of services due to ongoing
reviews of operational matters.
The implementation of all of the recommendations of the Independent Review; The
implementation of all recommendations resolved by Council at its Ordinary Meeting
of 6 May 2015, finalised by this report into feasible alternatives for Food Services;
and
Implementation of HACC transition in July 2016 to a joint State and Commonwealth
funded and managed service.
The final Implementing The Review report highlights the significant efficiencies and
savings that have resulted from the implementation of all recommendations of the
reviews undertaken to date.
The aim of HACC services becoming cost neutral is progressing well with the net
cost of providing the services decreasing from $870,000 in 2013/2014 to an
estimated $205,000 in 2015-2016. Savings in the four years to 30 June 2017 are
expected to reach approximately $1,524,000.
The introduction of rate capping has provided further incentive for the City to review
services, with a program of services to undergo review from early 2016 to the end of
2018. A&D services are reviewed annually during budget discussions, and are scheduled
for an internal service review starting January 2018.
Current Service
The funding and management of A&D services, including food services, has been the
responsibility of the State until 1 July 2016 when HACC transition commenced. HACC
transition has seen the funding and management arrangements split between the State
and the Commonwealth.
Since the implementation of HACC transition in July 2016, the City now provides Home
Support services under two distinct funding and management arrangements, known as
Victorian Home and Community Care (Vic HACC) and the Commonwealth Home
Support Program (CHSP).
Vic HACC and the CHSP both provide for basic support to people living at home to help
avoid premature or inappropriate admission to long-term residential care. The Vic HACC
program provides services for younger people (aged under 65, and under 50 for
Aboriginal people), and is funded and managed by State. The CHSP provides services
for older people (aged 65 and over, and 50 and over for Aboriginal people) and is funded
and managed by the Commonwealth.
PAGE 93
The City continues to provide the full suite of A&D services, now known as Home
Support services. Food services is just one service in a suite of home support services
that the City provides under both Vic HACC and the CHSP, which also includes flexible
respite, home support, personal care, property maintenance and social support
(previously known as PAG).
The City is the assessment agency for all Home Support services. All people referred to
Vic HACC or the CHSP are assessed by the City, to determine their eligibility for all
services. To be eligible for food services, the following assessment criteria are
considered:
The level of disability/frailty of the individual and the impact on personal/family
functioning
The support networks available to the carer/s
The health and financial situation of the individual and carer/s including any benefit
form a disability or aged care package
If the client is able to access meals i.e. can access home delivery or able to drive
The primary aim of food services is to assist clients who have been assessed as being
nutritionally at risk, or who have decreased capacity to prepare their own meals, to
remain in their home.
The secondary aim is to monitor the wellbeing of people receiving services and/or
providing some daily social contact for isolated individuals. If a client is not home, or
does not answer, volunteers alert staff to the situation and an appropriate follow up
process is undertaken, until the clients whereabouts and wellbeing is resolved.
The City currently sources meals under a Meal Supply Agreement (MSA) with the
Regional Kitchen Group (Community Chef). The agreement has been extended to 16
March, 2017 and allows for one more extension to 16 March, 2018. The City is a
shareholder in Community Chef (Regional Kitchen).
Community Chef produces meals using a specialised cook-chill method, producing food
that does not require daily delivery and the food is shelf-stable for up to 28 days.
Community Chef delivers meals to the Citys Class 1 registered kitchen in Crook Street,
Strathdale. There, meals are stored in a coolroom and freezer under temperature control
and packed to client order by staff.
Packed meals are delivered directly to clients by staff and volunteers, who transport the
meals in Eskys using cars provided by the City. The City currently has three (3) food
services vehicles which serve as pool cars when not used for delivering meals. Where
volunteers utilise their own vehicle, petrol vouchers are provided.
Meals are given directly to clients, at the clients place of residence. Meals cannot be left
outside the premise, or given to family of friends. If a client is not home, or does not
answer, volunteers alert staff to the situation and an appropriate follow up process is
undertaken, until the client's whereabouts and wellbeing is resolved.
The delivery role of staff and volunteers is to:
ensure meals are delivered directly to clients
maintain food safety and quality
PAGE 94
assess clients general wellbeing and circumstances

heat meals for clients where the client is unable
provide social contact for isolated residents
provide information on food safety, the menu and changes to the service
report client concerns and feedback about the service to staff
Food services currently operate Monday to Friday from 8am - 12midday. Meals are
provided for clients 365 days a year. Frozen meals are left with clients for heating on
weekends and public holidays.
The City currently provides food services to eligible clients across the entire municipality,
excluding Heathcote where Heathcote Health is the subcontractor until August 2017
when this arrangement will be reviewed. The City retains all management and reporting
responsibilities.
The City currently provides approximately 1,200 client meals per month. This number
has steadily dropped by half from approximately 2,900 per month in 2013/14. This is a
consequence of both increased consumer choice and strict eligibility criteria for the
service. This trend is mirrored across the state and it is widely accepted that it is now the
most vulnerable in our community that are reliant on food services and it is anticipated
that the current number of clients will stabilise.
Funding for food services is derived from the State, Commonwealth and from user fees
and charges. A key feature of the HACC Transition Agreement sets out the commitment
of both State and Commonwealth governments to ensure that the service system is
stable for a minimum three year period from the transition date. The HACC Transition
Agreement also reflects the commitment by both governments to retain the benefits of
the current Victorian HACC system.
The Commonwealth has confirmed its intent to retain stability during the period of HACC
transition, and retain the strengths of the existing community care system through a
trilateral agreement between the Commonwealth, State and Local Governments, in
addition to continuing current funding for three years until June 2019.
Service targets for the life of the new CHSP comprehensive grant agreement are yet to
be negotiated with the Commonwealth. It is expected that this negotiation process will
commence shortly, which will ultimately determine the agreed service targets that must
be met by the City, to be able to retain all Commonwealth grant funding as per the
schedule in the Comprehensive Grant Agreement.
PAGE 95
Table 1 - Current staff profile for food services

Position
Home Support
Coordinator
FTE
0.1
Home Support
Supervisor
(Food Services)
Home Support
Workers
(Food Services)
0.5
Home Support
Workers (Food
Services)
17 Volunteers
0.0
0.8
Function
Position is 1 EFT
% EFT dedicated to food services varies
Coordinates all Home Support activities
Service supervision
Food Safety Supervisor (FSS)
Receive meals
Quality monitoring
Packing to order
Organise distribution
Delivery/distribution
Client monitoring
Social support
Social participation
Table 2 Current Home Support funding and management agreements

Home Support
Program
Victorian Home and
Community Care
(Vic HACC)
Commonwealth Home
Support Program
(CHSP)
Agreement
Contract dates
Service Agreement between the

City and the Victorian DHHS
Comprehensive Grant Agreement
between the City and
Commonwealth DOH
ongoing
1.07.16 30.06.19
Table 3 Food Service Trends
Number of Client
Number of Meals (month)
2012/13
370
40,271
2013/14
315
38,271
2014/15
202
21,714
2015/16
105
14,607
(N.B. 2015/16 figure do not include Heathcote clients)

At its Ordinary Meeting of 6 May 2015 Council resolved:
1. That Council retain Home and Community Care (H&CC) services and operate them
with the aim of becoming a cost neutral service that is fully funded by State and
Federal Governments and client fees by:
a. Efficiency measures submitted by staff
b. Efficiency measures submitted by the ASU including amendments to the
Enterprise Agreement
c. Fee increases that are reasonable but taking into account the clients ability to pay
and based on the Governments fee structure
d. Income initiatives that will increase the sustainability of the service
PAGE 96
2.
3.
4.
5.
e. Administration efficiencies and Councils internal charge of operating the service;

with a full review to be completed by the end of December 2017.
That a report be completed within 6 (six) weeks outlining the implementation of the
above.
That Council strongly advocate with our local parliamentarians to the Federal
Government in regard to funding equalisation between Victoria and other states in
the delivery of H&CC services.
That Council investigate alternatives to the current Meals on Wheels service and
under H&CC and that a report be provided to Council within 6 (six) months
That an annual review of H&CC services takes place during budget discussions.
In response to point 4 in the above resolution Council considered a further report at its
Ordinary Meeting of 25 November 2015 where it was resolved to support an application
to the Department of Health and Human Services for a 3 month funded project officer
position to undertake a feasibility study on alternative options for food services and
property maintenance.
Report
Following Councils resolution at its Ordinary Meeting of 25 November 2015 supporting
an application to the DHHS, the City application for funding was successful and secured
support funding of $30,000 to undertake a feasibility study for Home and Community
Care food services and property maintenance. The funding was received by the City on 8
March 2016 through the funded agency process.
The funding was provided for a project officer to work directly with the City and the sector
to identify the feasibility of alternative service providers, both social enterprises and forprofit organisations, to deliver food services and property maintenance services into the
future. Any future service models would also take into account the principles of wellness
and the enablement approach in supporting clients in their homes.
Expected outcomes from the study were:
an overview of alternative service models for food services and property
maintenance;
identification of the number of agencies who had the capability and capacity to
deliver these services including social enterprises;
potential partnership or sub-contracting opportunities to achieve economies of
scale;
an indication of client target group needs; and
preferred service options for the future.
The project officer was appointed, and supervised within the Citys Contract and Project
Co-ordination Unit and managed by the Manager, Contract and Project Co-ordination to
ensure that the project outcomes were met within the specified timeframe.
PAGE 97
An internal working group was formed to assist the project officer, and facilitate the
sourcing of all relevant information relevant to the study. The working group met weekly
and developed a project brief (see attachment to feasibility study report) an engagement
plan (see attachment to feasibility study report) and a service scope for potential
providers for food services, and property maintenance (included within the feasibility
study report).
A list of potential providers was developed for both food and property services, which
included a diverse mix of not for profit, and profit organisations. The list was established
by the project officer with input from a range of sources including employment agencies,
City employees and industry participants. While not comprehensive, the list represented
a broad mix of organisations.
Due to the nature of the feasibility study not being a true tender process, time
constraints, and the likelihood that some organisations on list were not a likely alternative
provider, the project officer selected a representative sample of organisations to be
approached and interviewed. The project scope was not to identify all alternatives, but
establish if there were feasible alternative providers. The final list was reviewed by the
working group and supported as representative.
The organisations were contacted and a copy of the relevant service scope(s) forwarded
for consideration. The project officer then interviewed a senior representative from each
organisation to determine the organisations willingness, capability and capacity to be an
alternative service provider.
After the information was collected and collated, a sample of organisations were then
selected and asked to provide information on their preliminary costings. Again, as this
was not a true tender process, information relating to costings was provided as being
indicative of the predicted cost of providing the service, and was given to the City under
that provision.
The feasibility study concluded with the preparation of the Home Support Services
Delivery of Food Services and Property Maintenance Services Feasibility Report
(Attachment 1).
While recognising that there may be multiple possible combinations of alternatives (e.g.
part internal and part outsourced), in the context of these services, the study found that
there were three main model streams for Council to consider:
1. Council internally managed services
2. Outsourced services
3. Exiting the service
The feasibility study found that:
The current service provided by the City is to a satisfactory level as indicated
by the client surveys (with an overall satisfaction score of 4.05 out of 5
received).
Providers interviewed about delivery of HACC and CHSP food service
indicated that none were currently able to deliver on the full scope /
specification as provided. The primary gap is in the food delivery and social
support elements of the service.
PAGE 98
Potential operational savings identified for both services indicate there may
be minimal short term financial benefit for Council prior to the sector wide
changes scheduled for June 2018.
In considering these findings, the feasibility study concluded that:
Full outsourcing of the food service to a local profit or not for profit organisation is
currently not feasible.
This report helps address Councils resolution from May 2015 following the review of the
Citys HACC services, specifically the request for a report on alternatives to the current
food services arrangements.
Clients, carers and staff are aware the feasibility study has occurred as they have been
engaged during the process. This study is in addition to all previous reviews into Home
Support service starting in 2011.
Clients, carers and staff require certainty with regards to a decision, particularly with the
NDIS rollout expected in May 2017, and further service reviews scheduled for early
2018. Clients and carers are looking to the City to remain a service provider to support
them through the transition to the NDIS in 2017. Change at this time would be quite
disruptive for families and they are likely to be very unhappy with significant change
occurring in a short period of time, where it could potentially be avoided.
If Council withdraws from food services then an alternative provided must be sought
through a tender process. Community Chef requires three (3) months notice to vary the
current MSA.
The feasibility study identified there were three possible alternatives for the delivery of
food services, which were:
Council remain in the delivery of food services and implement operational
efficiencies;
Contract an external provider for delivery of food services;
Withdraw completely from food services (i.e. hand back service responsibility
to the Commonwealth Government).
With respect to food services, analysis undertaken during the study determined:
Discussions with the Department of Health Ageing and Aged Care indicated
reluctance from the Commonwealths perspective in the City exiting the
current agreement.
The current service model for the delivery of food services operate at a
satisfactory level for clients (with an overall satisfaction score of 4.05 out of 5
received from the client survey);
Operational efficiencies have been identified for food services;
PAGE 99
While there is interest in the local non-profit sector to provide a meals service,
there is limited capacity to undertake this in the short term with potentially
significant investment needed to upgrade kitchen facilities to the required
standards;
In addition, the interest is limited to cooking meals only and does not extend to
delivery of the meals or management of volunteers to deliver meals;
Definitive costing for meal service alternatives is not available as this would
require interested parties to undertake significant and potentially expensive
business planning which would be an unreasonable request given the scope
of this study;
Legislative requirements and community expectations would likely mean
Council would still need to be significantly involved in the management of the
food service even if the actual works were subcontracted.
Timelines:
Table 4 Timeline of milestones for Home Support
Date
Milestone
1 July, 2016
HACC Transition
31 August, 2016
1 December, 2016
16 March, 2107
May, 2017
Jan Jun, 2018
30 June, 2019
Description
Funding and management of Home

Support services split between
State and Commonwealth
Decision on Food
Either:
Services and Property
Remain status quo to at least June
Maintenance Services
2019; or
Implement Council resolution to vary
current arrangements
Alternative Food Service Three (3) months notice is required
Provider
to vary the MSA with Community
Chef
This is the earliest date a new
provider could start service
Current Community
Either:
Chef contract expires
Renew contract to March 2018; or
(one more extension
Implement Council resolution to vary
available to 16 March,
current arrangements
2108)
NDIS
The NDIS is scheduled for rollout
across the Bendigo region
Home Support Service
Review
CHSP Comprehensive
Grant Agreement
The suite of Home Support services

is scheduled to be reviewed
The current agreement between the
City and the Commonwealth
expires
PAGE 100
Risk Analysis:
Risk 1: There is a risk that a poor decision is made as a result of inadequately informed
processes which may lead to a poor outcome for the community and reputation damage
to the Council.
This risk has been identified as a High risk to Council. To address this risk it is important
that Council are able to make a fully informed decision. City officers have provided
detailed information on previous and future changes expected in the service area, so that
Council understand the context of the decision, and how that might impact on the
community and Councils reputation. This is so that Council are able to convey the
reasons for making this decision clearly to the public.
Risk 2: There is a risk that Council makes a decision based on their assumption of the
savings, rather than fully appreciating the costs involved and the difficulty in anticipating
future costs involved, as a result of poor/complicated communication of the full financial
picture to Council which may lead to a poor outcome for the community and reputation
damage to the Council.
This risk was identified as a Medium risk to Council if Councillors did not fully understand
the financial implications when making their decision. To minimise this risk City officers
have conveyed the financial implications for the options as clearly as possible.
Efficiencies identified to be implemented should the City remain as the service provider
have been difficult to cost, however they have been conservatively estimated in the
feasibility report.
Risk 3: There is a risk that there is not an adequate provider out there to deliver the
service at a high enough quality for the community as a result of the market not being
ready to take on delivery of the service which may lead to a poor outcome for the
community.
This risk was considered another High risk for Council in that there needs to be a level of
comfort, or assurance about the maturity of the market in terms of the quality of private
providers. In the absence of a proper tender process, assumptions were required to be
made during the investigation into the willingness, capability and capacity of alternative
service providers.
Risk 4: There is a risk that the assets involved are not used or disposed of correctly as a
result of not considering all the options available which may lead to a bad outcome for
the community.
This was considered a Low risk in making the decision. This risk is tolerated as it will be
adequately dealt with by existing processes and ensuring that communication is
undertaken directly with the Department and not an alternative provider to ensure no
transfer of business issues.
PAGE 101
The internal working group included representatives from People and Performance,
Community Services, Finance, Project and Contract Coordination, and the Community
Wellbeing executive office. The working group developed an engagement plan which
was updated throughout the study process (see attachment to feasibility study report).
Stakeholder engagement included the State Department of Health and Human Services,
the Commonwealth Department of Health, the Municipal Association of Victoria, local
members, external for profit and not for profit organisations, clients, carers, staff and
volunteers.
Throughout the course of the feasibility study, meetings have been held with staff to
provide information updates on the progress of the study. It is fair to state that following
the outcome of previous reviews undertaken, and the ongoing uncertainty of the Citys
role in service delivery, staff are again bracing themselves for change.
Potentially affected staff have been advised of the following matters:
all relevant information about the potential change including the range of change
options being considered, and the nature of that change;
information about the expected effects of the any potential change on the them; and
any other matters likely to affect them.
All feedback resulting from internal consultation is included in the engagement plan and
can be represented by the following themes:
1. Anxiety about the ongoing uncertainty of food services and their future.
2. The desire to have a decision made to provide some certainty.
All feedback resulting from external consultation is included in the engagement plan and
can be represented by the following themes
1. General support from the DHHS, DOH and the MAV for the City to undertake the
feasibility study and offers of assistance if required.
2. High levels of client satisfaction with the current food services provided by the City.
3. General enthusiasm from a mix of both profit and not for profit organisations to be
considered an alternative provider for food services.
PAGE 102
Discussions with the Assistant Secretary Aged Care Delivery Victoria, of the
Commonwealth Department of Health (DOH) confirmed that the Commonwealth would
not be supportive of the City seeking to vary the Comprehensive Grant Agreement
signed in June 2016; however the Assistant Secretary confirmed that the Commonwealth
would support any arrangements where the City determined to contract services to an
alternative service provider which would not require a contract variation. The City would
retain all management and reporting responsibilities.
Table 5 Budget actuals for food services 2015/16
Food Services 15/16 (Actuals)
Grants Revenue - State
User fees and charges
Staff Exp (labour/allowances etc)
Food
Vehicle costs
Minor costs and internal charges
Total
Net (Unfav)
Revenue
88,425
127,222
215,647
(138,654)
Expenses
122,033
163,845
29,420
39,003
354,301

The new CHSP comprehensive grant agreement combined with the Commonwealth
DOH, combined with the ongoing contract with the State DHHS, current level of funding
for each Home Support service are maintained to June 2019. Funding has been
determined on 2014/15 service levels.
Table 6 - Unit funding price set for food services for 2016/17
Food Services 16/17
2 course meal
Funding Price
$3.29
User fees and charges and a number of one off HACC transition payments from the
Victorian Department of Health and Human Service (DHHS) also contribute to funding of
Home Support services.
Table 7 User fees and charges set for food services for 2016/17
Food Services
16/17
Main Meal
Evening Meal
Soup
Low Fee (per meal) Med Fee (per meal)

$9.20
$9.20
$3.70
$4.00
$2.20
$2.30
PAGE 103
High Fee (per meal)

$13.10
$13.10
$2.70

Since service targets for the life of the new CHSP comprehensive grant agreement are
yet to be negotiated with the Commonwealth, the projected costs of the service have
been determined on 2014/15 service targets. It is expected that this negotiation process
will commence shortly, which will ultimately determine the agreed service targets that
must be met by the City, to be able to retain all Commonwealth grant funding as per the
Increases to user fees and charges can be considered by Council for subsequent
financial years. The implementation of further efficiencies when identified will also
contribute to the cost to the City of the providing the service continuing to reduce.
Forecast State and Commonwealth funding for 16/17 based on number of meals
provided in 15/16 (without further efficiency measures or user fee increases, and
assuming indexation of 3% for grants received).
Table 8 Forecast budget for food services for 2016/17
Food Services 16/17
Grants Revenue - Commonwealth
Food
Total
Net (Unfav)
Revenue
27,492
49,003
($9.20) 131,038
207,553
(151,103)
Expenses
125,695
168,849
64,112
358,656
Forecast State and Commonwealth funding for 17/18 based on number of meals
provided in 2015/16 (without further efficiencies or user fee increases, and assuming
indexation of 3% for grants received).
Table 9 Forecast budget for food services for 2017/18
Food Service 17/18
State
Commonwealth
Food
Total
Net (Unfav)
Revenue
28,317
50,473
($9.20) 134,969
213,759
(155,655)
PAGE 104
Expenses
129,465
173,914
66,035
369,414
Potential redundancy costs have not been included in this report, due to its confidential
nature. Potential redundancy figures can be referred to in the feasibility study report.
The recurrent expenditure required by the City is based on 15/16 service levels, 3%
indexation on grant funding, and does not including savings to be made from
implementation of identified efficiencies, and the outcome of further service reviews.
Table 10 Recurrent expenditure for food services until 30 June 2019.
Food Service to June 2019
Remain in Food Services
16/17
151,553
17/18
155,759
18/19
Total
160,431 467,743
Conclusion
Support services, including food services, under two distinct funding and management
arrangements, known as Victorian Home and Community Care (Vic HACC) and the
Commonwealth Home Support Program (CHSP).
The feasibility study, funded by a grant from the State Department of Health and Human
Services (DHHS), investigated whether there was a feasible alternative provider that had
the willingness, capability and capacity to provide food services under the Victorian
Home and Community Care and the Commonwealth Home Support Programs.
The feasibility study concluded that:
Full outsourcing of the food service to a local profit or not for profit organisation is
currently not feasible.
In addition to this finding, the final Implementing The Review report highlights the
significant efficiencies and savings that have resulted from the implementation of all
recommendations of the reviews undertaken to date.
The City has a key role to play in advocating for our residents future needs, continuing to
provide high quality services and supporting our vulnerable clients through a time of
complex sector change; particularly in the absence of a mature market of alternative
service providers. The community have indicated very clearly that they see the City has
an important role in Home Support services and remains the trusted service provider.
PAGE 105
Clients, families and staff require certainty with regards to a decision, particularly with the
2018. Clients and carers are looking to the City to remain a service provider to guide and
support them through the transition to the NDIS in 2017. Remaining in services until at
least June 2019 would allow the City to adequately prepare and plan for any potential
withdrawal of services. It is considered that change at this point in time would be
unnecessarily disruptive.
Given client satisfaction with the current service provided by the City, the systems the
City has in place to ensure client wellbeing and social connectedness, the ongoing work
to ensure service efficiency, the ongoing changes in the sector, and the clear findings of
the feasibility study, it can be concluded that the City should remain the provider of food
services until at least June 2019.
Attachments
1. Confidential Home Support Services Delivery of Food Services and Property
Maintenance Services Feasibility Report.
RECOMMENDATION
That Council:
1.
Receive the feasibility study Home Support Services Delivery of Food Services
and Property Maintenance Services Feasibility Report.
2.
Resolve that the City of Greater Bendigo continues to provide Food Services under
the Victorian Home and Community Care program, and the Commonwealth Home
Support Program, until at least 30 June 2019, pending the outcome of further
service reviews.
3.
Support a program of annual review of food services, to identify and implement

efficiencies where practicable.
4.
Support the extension the current Meal Supply Agreement with Community Chef to
16 March 2018.
PAGE 106
3.6
HACC - PROPERTY MAINTENANCE FEASIBILITY STUDY
Author
Caroline Grylls, Acting Manager Community Services
Responsible
Director
Summary/Purpose
To present the findings of investigations into alternatives to the current Victorian Home
and Community Care, and Commonwealth Home Support Programme property
maintenance services.
Policy Context
Strategy 1.1 - Good governance principles are used to guide strategic decision-making.
Action 3.6.2 - Review policies and procedures for Home and Community Care Services,
in line with the implementation of the Commonwealth Home Support (CHSP) and the
National Disability Insurance Scheme (NDIS).
Aged Care Review
HDG Consulting Group was commissioned in 2012-13 to undertake a review of Aged
and Disability (A&D) Services for the City of Greater Bendigo (City). At the time of the
study the Citys A&D services unit provided service to 3,956 people, delivered by over
230 staff and 200 volunteers, at a total cost of $9.9 million, increasing by $100,000
annually.
The review undertaken by the HDG Consulting Group took many months to complete
with 114 staff participating in a survey and workshops. Client feedback was gathered
through a client survey and focus groups with over 1,096 clients responding to the
survey.
During this review, with the exception of one client, all respondents believed that the City
should continue to deliver services. The majority of clients identified that for older adults,
council should help people remain in their own homes and to live as independently as
possible.
PAGE 107
The report found pressures on the Citys Aged and Disability Services included; an aging
population; an increase in the prevalence of dementia; increased risk management
considerations; national policy reform; an aging workforce, and increasing financial
subsidisation by the City.
Along with a range of recommendations about efficiency, best practice, workforce
planning, advocacy and further review, the A&D review findings recommended that
alternative future service options be considered in relation to future planning and service
delivery of A&D services. At the time, options included Council providing all services,
some services, being a facilitator of services or exiting service delivery.
Councils Independent Review, conducted in July 2013
recommendations in relation to the A&D service review:
made
the
following
Recommendation 6
Following completion of the Aged and Disability Service review, implement and
complete the recommendations adopted by Council in a timely manner, and;
Recommendation 20
Develop a change management strategy to undertake an adopted structural
change to the Aged and Disability Services Unit.
Along with implementing a range of efficiency measures, at its Ordinary Meeting of 6
May 2015 Council resolved:
under H&CC and that a report be provided to Council within 6 (six) months.
In addition to the reviews led by the City, the Commonwealth reform of the aged care
sector has been ongoing for 6 years as part of a 10 year plan. The main purpose of the
aged care reform is to provide a more consistent, equitable and sustainable service
system across the nation and to provide person centred support for both the aged and
people with significant disabilities.
Throughout this period of ongoing review, Council and officers have been mindful of rate
capping and the need to continue reviewing all services and find further efficiencies in its
operations where appropriate.
Following on from the A&D review, Councils Independent Review, the Community
Wellbeing Directorate review and ongoing internal service reviews, the Home Support
unit has undergone considerable reform. The following initiatives have been
implemented:
Non-funded transport service for a small number of HACC clients discontinued as
from 31 December 2013;
Home and Community Care (HACC) Assessment Services were brought back in
house from 1 January 2014;
PAGE 108
Food Services (meals on wheels) program was aligned with the Community Chef
local government model in March 2014;
Community Aged Care Packages (20) transferred to the Loddon Mallee Area
Consortium as from 30 June 2014;
Veterans Home Care Services contract not renewed with the Loddon Mallee Area
Consortium as from 30 November 2014;
Brokerage (where ineligible people could pay full cost to receive services) services
discontinued as from 30 November 2014;
Review of the services in line with the revised HACC guidelines to ensure that
services are planned and allocated according to each individuals assessed need;
Efficiencies have been achieved across a number of services due to ongoing
reviews of operational matters.
The implementation of all of the recommendations of the Independent Review; The
implementation of all recommendations resolved by Council at its Ordinary Meeting
of 6 May 2015, finalised by this report into feasible alternatives for Property
Maintenance Services; and
Implementation of HACC transition in July 2016 to a joint State and Commonwealth
funded and managed service.
The final Implementing The Review report highlights the significant efficiencies and
savings that have resulted from the implementation of all recommendations of the
reviews undertaken to date.
The introduction of rate capping has provided further incentive for the City to continue to
review services, with a program of planned service reviews. A&D services are reviewed
annually during budget discussions, and are scheduled for an internal service review
starting January 2018.
Current Service
The funding and management of Home Support services, including property
maintenance, has been the responsibility of the State until 1 July 2016 when HACC
transition commenced. HACC transition has seen the funding and management
arrangements split between the State and the Commonwealth.
Support services under two distinct funding and management arrangements known as
Victorian Home and Community Care (Vic HACC) and the Commonwealth Home
Support Programme (CHSP).
Vic HACC the CHSP both provide for basic support to people living at home to help
avoid premature or inappropriate admission to long-term residential care. The Vic HACC
programme provides services for younger people (aged under 65, and under 50 for
Aboriginal people), and is funded and managed by State. The CHSP provides services
for older people (aged 65 and over, and 50 and over for Aboriginal people) and is funded
and managed by the Commonwealth.
PAGE 109
The City continues to provide the full suite of A&D services, now known as Home
Support services. Property maintenance is just one service in a suite of home support
services that the City provides under both Vic HACC and the CHSP, which also includes
flexible respite, home support, personal care, food services and social support
(previously known as PAG).
The City is the assessment agency for all Home Support services. All people referred to
Vic HACC or the CHSP are assessed by the City, to determine their eligibility for all
services. To be eligible for property maintenance services, the following assessment
criteria are considered:
The level of disability/frailty of the individual and the impact on personal/family
functioning
The support networks available to the carer/s
The health and financial situation of the individual and carer/s including any benefit
from a disability or aged care package
The primary aim of the property maintenance service is to assist clients to maintain a
safe and secure home environment. Safety and security tasks are given priority, such as
the installation of hand rails in toilets and bathrooms, due to the high risks associated
with falls.
The secondary aim is to monitor the wellbeing of people receiving services and/or
providing some daily social contact for isolated individuals. If a client is not home, or
does not answer, staff alert those in the office to the situation and an appropriate follow
up process is undertaken, until the client's whereabouts and wellbeing is resolved.
An assessment from an Occupational Therapist from Bendigo Health is required prior to
home maintenance modifications being arranged. In addition to the installation of hand
rails, services offered include:
replacement of light globes
installation of smoke detectors and batteries
installation of bannister rails, ramps ad handrails
minor repairs
removal of rubbish
To maintain safety in the external home environment, we also provide a limited service to
assist with:
lawn mowing (to maintain pathways and access)
light trimming of shrubs and bushes
taking small items of rubbish to the tip (additional fees charged)
low maintenance gardening (laying stones)
Property maintenance services do not include general home maintenance activities such
as mulching, large scale mowing, cleaning spouts and window washing for example.
PAGE 110
Table 1 - Current staff profile for property maintenance

Position
Home Support
Coordinator
FTE
0.1
Home Support
Supervisors
Property
Maintenance
Staff (8)
0.4
4.7
Function
Position is 1 EFT
% EFT dedicated to property maintenance varies
Coordinates all Home Support activities
Service Supervision
Service provision
Client Monitoring
Social Support
Social Participation
Table 2 Current Home Support funding and management agreements
Home Support Programme
Funding Agreement
Victorian Home and

Community Care (Vic HACC)
Service Agreement between

the City and the Victorian
DHHS
Comprehensive Grant
Agreement between the City
and Commonwealth DOH
Commonwealth Home Support

Programme (CHSP)
Contract dates
ongoing
1.07.16 31.06.19
Table 3 Property Maintenance Trends
Number of Clients
Number of Service Hours
2012/13
1,223
9,454
2013/14
1,044
8216
2014/15
874
7,025
2015/16
777
5,321

At its Ordinary Meeting of 6 May 2015 Council resolved:
1. That Council retain Home and Community Care (H&CC) services and operate them
with the aim of becoming a cost neutral service that is fully funded by State and
Federal Governments and client fees by:
a. Efficiency measures submitted by staff
b. Efficiency measures submitted by the ASU including amendments to the
Enterprise Agreement
c. Fee increases that are reasonable but taking into account the clients ability to pay
and based on the Governments fee structure
d. Income initiatives that will increase the sustainability of the service
e. Administration efficiencies and Councils internal charge of operating the service;
with a full review to be completed by the end of December 2017.
PAGE 111
2. That a report be completed within 6 (six) weeks outlining the implementation of the
above.
3. That Council strongly advocate with our local parliamentarians to the Federal
Government in regard to funding equalisation between Victoria and other states in
the delivery of H&CC services.
under H&CC and that a report be provided to Council within 6 (six) months
5. That an annual review of H&CC services takes place during budget discussions.
In response to point 4 in the above resolution Council considered a further report at its
Ordinary Meeting of 25 November 2015 where it was resolved to support an application
to the Department of Health and Human Services for a 3 month funded project officer
position to undertake a feasibility study on alternative options for food services and
property maintenance.
Report
Following Councils resolution at its Ordinary Meeting of 25 November 2015 supporting
an application to the DHHS, the City application for funding was successful and secured
support funding of $30,000 to undertake a feasibility study for Home and Community
Care food services and property maintenance. The funding was received by the City on 8
March 2016 through the funded agency process.
The funding was provided for a project officer to work directly with the City and the sector
to identify the feasibility of alternative service providers, both social enterprises and forprofit organisations, to deliver food services and property maintenance services into the
future. Any future service models would also take into account the principles of wellness
and the enablement approach in supporting clients in their homes.
Expected outcomes from the study were:
an overview of alternative service models for food services and property
maintenance;
identification of the number of agencies who had the capability and capacity to
deliver these services including social enterprises;
potential partnership or sub-contracting opportunities to achieve economies of
scale;
an indication of client target group needs; and
preferred service options for the future.
To assist in determining if there were viable food services and property maintenance
service alternatives available, it was considered important to:
(a) Establish what alternate models of service provision are most likely to meet the
clients needs; and
PAGE 112
(b) Test each model in the market place to see if there is sufficient capability and
capacity for the service provision model to be viable
The project officer was appointed, and supervised within the Citys Contract and Project
Co-ordination Unit and managed by the Manager, Contract and Project Co-ordination to
ensure that the project outcomes were met within the specified timeframe.
An internal working group was formed to assist the project officer, and facilitate the
sourcing of all relevant information relevant to the study. The working group met weekly
and developed a project brief (see attachment to feasibility study report) an engagement
plan (see attachment to feasibility study report) and a service scope for potential
providers for food services and property maintenance (included in the feasibility report).
A list of potential providers was developed for both food and property services, which
included a diverse mix of not for profit, and profit organisations. The list was established
by the project officer with input from a range of sources including employment agencies,
City employees and industry participants. While not comprehensive, the list represented
a broad mix of organisations.
Due to the nature of the feasibility study not being a true tender process, time
constraints, and the likelihood that some organisations on list were not a likely alternative
provider, the project officer selected a representative sample of organisations to be
approached and interviewed. The project scope was not to identify all alternatives, but
establish if there were feasible alternative providers. The final list was reviewed by the
working group and supported as representative.
The organisations were contacted and a copy of the relevant service scope(s) forwarded
for consideration. The project officer then interviewed a senior representative from each
organisation to determine the organisations willingness, capability and capacity to be an
alternative service provider.
After the information was collected and collated, a sample of organisations were then
selected and asked to provide information on their preliminary costings. Again, as this
was not a true tender process, information relating to costings was provided as being
indicative of the predicted cost of providing the service, and was given to the City under
that provision.
The feasibility study concluded with the preparation of the Home Support Services
Delivery of Food Services and Property Maintenance Services Feasibility Report
(Attachment 1).
While recognising that there may be multiple possible combinations of alternatives (e.g.
part internal and part outsourced), in the context of these services, the study found that
there were three main model streams for Council to consider:
1. Council internally managed services
2. Outsourced services
3. Exiting the service
PAGE 113
The feasibility study found that:

The current service provided by the City is to a satisfactory level as indicated
by the client surveys.
Providers interviewed about delivery of HACC and CHSP property
maintenance service indicated that some were able to provide a comparable
service to that currently provided.
Potential operational savings identified for both services indicate there may be
minimal short term financial benefit for Council prior to the sector wide
changes scheduled for June 2018.
In considering these findings, the feasibility study concluded that:
Full outsourcing of the home maintenance service to a local profit or not for profit
organisation is currently feasible although the research suggests this may be of
limited short term value to clients and Council.
This report helps address Councils resolution from May 2015 following the review of the
Citys HACC services, specifically the request for report on alternatives to the current
property maintenance program.
Clients, carers and staff are aware the feasibility study has occurred as they have been
engaged during the process. This study is in addition to all previous reviews into Home
Support service starting in 2011.
Clients, carers and staff require certainty with regards to a decision, particularly with the
2018. Clients and carers are looking to the City to remain a service provider to support
them through the transition to the NDIS in 2017. Change at this time would be quite
disruptive for families and they are likely to be very unhappy with significant change
occurring in a short period of time, where it could potentially be avoided.
The feasibility study identified there were three possible alternatives for the delivery of
property maintenance services, which were:
Council remain in the delivery of property maintenance services and identify
and implement operational efficiencies;
Contract an external provider for delivery of property maintenance services;
Withdraw completely from property maintenance services (i.e. hand back
service responsibility to the Commonwealth Government).
With respect to property maintenance services, analysis undertaken during the study
determined:
Discussions with the Department of Health Ageing and Aged Care indicated
reluctance from the Commonwealths perspective in the City exiting the
current agreement.
PAGE 114
The current service model for the delivery of property maintenance services
operate at a satisfactory level for clients (with an overall satisfaction score of
4.46 out of 5 received from the client survey);
Potential operational efficiencies have been identified for property
maintenance services;
There is interest and capacity in both profit and non-profit organisations to
undertake property maintenance services;
Legislative requirements and community expectations would likely mean
Council would still need to be significantly involved in the management of the
home maintenance service even if the actual works were subcontracted
Timelines:
Table 4 Timeline of milestones for Home Support
Date
Milestone
Description
1 July, 2016
HACC Transition
31 August, 2016
Decision on Food
Services and Property
Maintenance Services
Funding and management of

Home Support services split
between State and
Commonwealth
Either:
Remain status quo to at least
June 2019; or
Implement Council resolution to
vary current arrangements
3 months notice to vary the MSA
with Community Chef is required
This is the earliest date a new
provider could start service
The NDIS is scheduled for rollout
across the Bendigo region
The suite of Home Support
services is scheduled to be
reviewed
The current agreement between
the City and the Commonwealth
expires
1 December, 2016 Alternative Property

Maintenance Provider
May, 2017
NDIS
Jan Jun, 2018
Home Support Service

Review
30 June, 2019
CHSP Comprehensive
Grant Agreement
Risk Analysis:
Risk 1: There is a risk that a poor decision is made as a result of inadequately informed
processes which may lead to a poor outcome for the community and reputation damage
to the Council.
PAGE 115
This risk has been identified as a High risk to Council. To address this risk it is important
that Council are able to make a fully informed decision. City officers have provided
detailed information on previous and future changes expected in the service area, so that
Council understand the context of the decision, and how that might impact on the
community and Councils reputation. This is so that Council are able to convey the
reasons for making this decision clearly to the public.
Risk 2: There is a risk that Council makes a decision based on their assumption of the
savings, rather than fully appreciating the costs involved and the difficulty in anticipating
future costs involved, as a result of poor/complicated communication of the full financial
picture to Council which may lead to a poor outcome for the community and reputation
damage to the Council.
This risk was identified as a Medium risk to Council if Councillors did not fully understand
the financial implications when making their decision. To minimise this risk City officers
have conveyed the financial implications for the options as clearly as possible.
Efficiencies identified to be implemented should the City remain as the service provider
have been difficult to cost, however they have been conservatively estimated in the
feasibility report.
Risk 3: There is a risk that there is not an adequate provider out there to deliver the
service at a high enough quality for the community as a result of the market not being
ready to take on delivery of the service which may lead to a poor outcome for the
community.
This risk was considered another High risk for Council in that there needs to be a level of
comfort, or assurance about the maturity of the market in terms of the quality of private
providers. In the absence of a proper tender process, assumptions were required to be
made during the investigation into the willingness, capability and capacity of alternative
service providers.
Risk 4: There is a risk that the assets involved are not used or disposed of correctly as a
result of not considering all the options available which may lead to a bad outcome for
the community.
This was considered a Low risk in making the decision. This risk is tolerated as it will be
adequately dealt with by existing processes and ensuring that communication is
undertaken directly with the Department and not an alternative provider to ensure no
transfer of business issues.
The internal working group included representatives from People and Performance,
Community Services, Finance, Project and Contract Coordination, and the Community
Wellbeing executive office. The working group developed an engagement plan which
was updated throughout the study process (see attachment to feasibility study report).
Stakeholder engagement included the State Department of Health and Human Services,
the Commonwealth Department of Health, the Municipal Association of Victoria, local
members, external for profit and not for profit organisations, clients, carers, staff and
volunteers.
PAGE 116
Throughout the course of the feasibility study, meetings have been held with staff to
provide information updates on the progress of the study. It is fair to state that following
the outcome of previous reviews undertaken, and the ongoing uncertainty of the Citys
role in service delivery, staff are again bracing themselves for change.
Potentially affected staff have been advised of the following matters:
all relevant information about the potential change including the range of change
options being considered, and the nature of that change;
information about the expected effects of the any potential change on the them; and
any other matters likely to affect them.
All feedback resulting from internal consultation is included in the engagement plan and
can be represented by the following themes:
1.Anxiety about the ongoing uncertainty of property maintenance and their future.
2.The desire to have a decision made to provide some certainty.
All feedback resulting from external consultation is included in the engagement plan and
can be represented by the following themes
1. General support from the DHHS, DOH and the MAV for the City to undertake the
feasibility study and offers of assistance if required.
2. High levels of client satisfaction with the current property maintenance service
provided by the City.
3. General enthusiasm from a mix of both profit and not for profit organisations to be
considered an alternative provider for property maintenance services.
Discussions with the Assistant Secretary Aged Care Delivery Victoria, of the
Commonwealth Department of Health (DOH) confirmed that the Commonwealth would
not be supportive of the City seeking to vary the Comprehensive Grant Agreement
signed in June 2016; however the Assistant Secretary confirmed that the Commonwealth
would support any arrangements where the City determined to contract services to an
alternative service provider which would not require a contract variation. The City would
retain all management and reporting responsibilities.
PAGE 117
Table 5 Budget actuals for property maintenance for 2015/16
Property Maintenance 15/16 (Actuals)
Equipment costs
Total
Net (Unfav)
Revenue
444,956
66,564
511,520
76,161
Expenses
363,187
18,226
53,946
435,359

The new CHSP comprehensive grant agreement combined with the Commonwealth
DOH, combined with the ongoing contract with the State DHHS, current level of funding
for each Home Support service are maintained to June 2019. Funding has been
determined on 2014/15 service levels.
Table 6 - Unit funding price set for property maintenance for 2016/17
Property Maintenance
(16/17)
1 hour of service
Funding Price
$47.30
User fees and charges and a number of one off HACC transition payments from the
Victorian Department of Health and Human Service (DHHS) also contribute to funding of
Home Support services.
Table 7 User fees and charges set for property maintenance for 2016/17
Property
Maintenance 16/17
1 hour service
Low Fee
Medium Fee
High Fee
$12.30
$18.80
$48.10
Tip Fee (per trip

excludes time fee)
$11.20
$11.20
$11.20
Poison Fee
(small area only)
$5.00
$5.00
$5.00
PAGE 118

Since service targets for the life of the new CHSP comprehensive grant agreement are
yet to be negotiated with the Commonwealth, the projected costs of the service have
been determined on 2014/15 service targets. It is expected that this negotiation process
will commence shortly, which will ultimately determine the agreed service targets that
must be met by the City, to be able to retain all Commonwealth grant funding as per the
Increases to user fees and charges can be considered by Council for subsequent
financial years. The implementation of further efficiencies when identified will also
contribute to the cost to the City of the providing the service continuing to reduce.
Forecast State and Commonwealth funding for 16/17 based on the hours of service
provided in 15/16 (without further efficiency measures or user fee increases, and
assuming indexation of 3% for grants received).
Table 8 Forecast budget for property maintenance for 2016/17
Property Maintenance 16/17
Grants Revenue - Commonwealth
Equipment
Total
Net (Unfav)
Revenue
44,094
237,077
68,560
349,731
(98,374)
Expenses
380,321
12,535
55,249
448,105
Forecast State and Commonwealth funding for 17/18 based on the hours of service
provided in 2015/16 (without further efficiencies or user fee increases, and assuming
indexation of 3% for grants received).
Table 9 Forecast budget for property maintenance for 2017/18
Property Maintenance 17/18
State
Commonwealth
Equipment
Total
Net (Unfav)
Revenue
45,417
244,189
70,616
360,222
(101,325)
PAGE 119
Expenses
391,730
12,911
56,906
461,547
Potential redundancy costs have not been included in this report, due to its confidential
nature. Potential redundancy figures can be referred to in the feasibility study report.
The recurrent expenditure required by the City is based on 15/16 service levels, 3%
indexation on grant funding, and does not including savings to be made from
implementation of identified efficiencies, and the outcome of further service reviews.
Table 10 Recurrent expenditure for property maintenance until 30 June 2019.
Property Maintenance to June 2019
Remain in Property Maintenance
16/17
98,374
17/18
101,325
18/19
104,365
Total
304,064
Conclusion
Support services, including property maintenance, under two distinct funding and
management arrangements, known as Victorian Home and Community Care (Vic HACC)
and the Commonwealth Home Support Programme (CHSP).
The feasibility study, funded by a grant from the State Department of Health and Human
Services (DHHS), investigated whether there was a feasible alternative provider that had
the willingness, capability and capacity to provide property maintenance under the
Victorian Home and Community Care and the Commonwealth Home Support
Programmes.
The feasibility study concluded that:
Full outsourcing of the home maintenance service to a local profit or not for profit
organisation is currently feasible although the research suggests this may be of
limited short term value to clients and Council.
In addition to this finding, the final Implementing The Review report highlights the
significant efficiencies and savings that have resulted from the implementation of all
recommendations of the reviews undertaken to date.
The City has a key role to play in advocating for our residents future needs, continuing to
provide high quality services and supporting our vulnerable clients through a time of
complex sector change; particularly in the absence of a mature market of alternative
service providers. The community have indicated very clearly that they see the City has
an important role in Home Support services and remains the trusted service provider.
PAGE 120
Clients, families and staff require certainty with regards to a decision, particularly with the
2018. Clients and carers are looking to the City to remain a service provider to guide and
support them through the transition to the NDIS in 2017. Remaining in services until at
least June 2019 would allow the City to adequately prepare and plan for any potential
withdrawal of services. It is considered that change at this point in time would be
unnecessarily disruptive.
Given the high level of client satisfaction with the current service provided by the City, the
systems the City has in place to ensure client wellbeing and social connectedness, the
ongoing work to ensure service efficiency, the ongoing changes in the sector, and the
findings of the feasibility study, it can be concluded that while there are potential
alternative service providers for property maintenance, the City should remain the
provider of property maintenance services until at least June 2019.
Attachments
1. Confidential Home Support Services Delivery of Food Services and Property
Maintenance Services Feasibility Report
RECOMMENDATION
That Council:
1.
Receive the feasibility study Home Support Services Delivery of Food Services
and Property Maintenance Services Feasibility Report.
2.
Resolve that the City of Greater Bendigo continues to provide Property

Maintenance services under the Victorian Home and Community Care Program,
and the Commonwealth Home Support Program, until at least 30 June 2019,
pending the outcome of further service reviews.
3.
Support a program of annual review of property maintenance services, to identify

and implement efficiencies where practicable.
PAGE 121
Productivity - Reports
4.
PRODUCTIVITY
Nil.
PAGE 122
Sustainability - Reports
5.
SUSTAINABILITY
5.1
AWARDING OF CONTRACT NO: CT000278 FOR RESEALING OF

VARIOUS ROADS
Author
Noel Shanahan, Senior Infrastructure Engineer
Responsible
Director
Ian Couper, Interim Director, Presentation and Assets
Summary/Purpose
This report considers tenders submitted for the resealing of roads and recommends the
contract be awarded to Boral Resources Pty Ltd.
Policy Context
Theme: 1
Strategy 1.6
Programs, projects and services are guided by best practice

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

maintenance, and enhance planning for the future with
relevant skills development.
Theme: 5
Sustainability
Challenges and
Opportunities
Keeping our assets and infrastructure in good repair is an

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

renewed to meet the needs of current and future residents.
PAGE 123
Report
The contract is for one year and the program requires the resealing of approximately
700,000 square metres of roads and 6,000 square metres of final seals.
This years resurfacing program represents a coverage of approximately 6.9% of the
sealed road network or resurfacing approximately every 14.5 years. On average, the
desirable rate is 1 in 15 years or 6.67% of the sealed road network.
Five tenders were received for bituminous sealing of roads at various locations.
These tenderers are:
Boral Resources (Vic) Pty Ltd trading as Boral Asphalt
Roads Corporation trading as Sprayline
Primal Surfacing Pty Ltd
Downer
Quality Roads Sealing and Asphalt Pty Ltd
Apart from Downer and Quality Roads, the tenderers have undertaken spray sealing
contracts for the municipality in recent years. Sprayline undertook the sealing works for
the past two years. Sprayline and Boral Asphalt both have depots based in Bendigo.
The evaluation panel consisting of Brett Martini, Manager Engineering and Public Space,
Noel Shanahan, Senior Infrastructure Engineer and Michael Kiley, Infrastructure
Engineer evaluated the tenders in accordance with the criteria specified in the tender
documents being capability, capacity, price and local content.
The tender evaluation panel have undertaken a thorough assessment and evaluation of
the tenders as per the tender conditions. The tender with the highest evaluation score
and lowest price representing the best value to Council was from Boral Resources Pty
Ltd.
The sealing tender was below the estimated cost and works are funded from both the
resurfacing budget and the final seal budget.
The resurfacing budget is $3.7 million and is made up of spray seal and asphalt
components. The budget for final seal is $100,000.
The contract price for reseals is $3,105,895.86 (including $160,000 provisional sum).
The contract price for final seals is $29,082.06.
It should be noted that the contract price is subject to rise and fall and has adjustments
for area and bitumen rates.
PAGE 124
Conclusion
The evaluation panel recommend that the contract be awarded to Boral Resources Pty
Ltd.
Attachments
Nil
RECOMMENDATION
That Greater Bendigo City Council award Contract No: CT000278 for the Resealing of
Various Roads to Boral Resources Pty Ltd for $3,134,977.92 (excluding GST).
PAGE 125
5.2
ADOPTION OF THE GREATER BENDIGO ENVIRONMENT

STRATEGY 2016-2021
Author
Robyn Major, Manager Sustainable Environment
Responsible
Director
Ian Couper, Interim Director Presentation and Assets
Summary/Purpose
Present to Council the Greater Bendigo Environment Strategy 2016-2021 for
consideration and adoption.
Inform Council of the results of the public comment phase of the community engagement
plan, as well as indicate the changes made to the draft Environment Strategy as a
consequence.
Policy Context
Theme: 1
Strategic Objective 1
Council demonstrates leadership in its decisions to meet

future needs and challenges.
Theme 2
Planning for Growth
Greater Bendigo residents, businesses, and communities

are connected with accessible transport options.
Planning ensures residents have access to diverse,

affordable and sustainable housing choices.
Theme 3
2016/2017 Action 3.1.4
Continue improvements to irrigation systems and water

management processes in parks and natural reserves.
Theme: 4
Productivity
Greater Bendigo has a vibrant and diverse economy that

grows jobs and enables good living standards.
Bendigo is a centre for innovation and creativity that helps

build economic sustainability.
PAGE 126
Theme: 5
Sustainability
Strategy 5.1
Protect and conserve Greater Bendigo's natural

environment and settings for the future.
2016/2017 Action 5.1.2
Implement the agreed first year action plan from the

Greater Bendigo Environmental Sustainability Strategy
(2015-2020).
Strategy 5.4
Enable community members to reduce their

environmental footprint by using resources, materials and
assets more wisely.
Regional Plan Reference:

Loddon Mallee Regional Strategic Plan (2015-2018):
Strategic Direction: 1
Foster our comparative advantages in agriculture, food

processing and other regionally significant industries.
Priority Area 1.4
Stimulate local industry to maintain and create

employment.
Priority Area 1.6
Increase renewable energy generation and energy

efficiency.
Enhance the wellbeing and economic participation of our

people.
Priority Area 3.5
Support initiatives that encourage full employment.
Protect and enhance the liveability and appeal of our

Region.
Priority Area 4.5
Adopt smart solutions to the management of waste and

natural resources.
Work commenced in-house to develop the strategy in early 2015. The Sustainable
Environment Advisory Committee (SEAC) took on the role of Steering Committee for the
project, providing guidance on the community engagement, document structure and
development. In addition to providing technical input, ideas, suggestions and feedback,
SEAC members also contributed by giving subject matter presentations, chairing forums,
leading workshop discussions, participating in panel discussions as well as developing
and presenting workshops at 8 primary schools.
The engagement plan and communication collateral was developed and community
engagement commenced in June 2015 with the launch of the project. An extensive
range of engagement activities drew comments and suggestions from participants about
a range of environmental matters including; living and working sustainably, biodiversity,
planning and development, water quality, waterway health, flooding, fire, planned
burning, energy efficiency, land management, community gardens, food sharing, mental
health, recreation and renewable energy.
PAGE 127
RMCG was engaged to develop the Consultation Paper and to work with staff to develop
the draft Strategy. A further phase of consultation including Councillors, City staff,
Traditional Owner Groups and businesses contributed to shaping the Consultation Paper
to the Draft Environment Strategy.
At the Ordinary meeting of Council on 29 June 2016, Council resolved to approve
exhibition of the Draft Environment Strategy for the purpose of public comment over a
four week period.
Report
The four week public comment period ending on 29 July 2016 was the final phase of the
stakeholder engagement plan for the development of the Environment Strategy. To
promote the public comment phase, the release of the draft strategy was publicised
widely with radio and newspaper advertisements and web page information. The draft
was circulated to all schools, agencies, community environment groups and networks
and all staff. Copies of the draft strategy were placed in City offices and libraries. Five
community listening posts/information sessions were held as well as a presentation to
DELWP, Coliban Water, NCCMA and Parks Victoria staff.
Numerous positive comments were received congratulating the City on the Strategy with
the One Planet, Ten Principles format resonating well with community and agencies
alike. Also, the Flagship projects have generated enthusiasm to see community,
Traditional Owners, City and Government and agencies working collaboratively to
achieve improved environmental outcomes that will also contribute to the health and
wellbeing of our communities.
At the conclusion of the public comment phase, it was evident that the key initiatives and
strategic positions of the draft strategy were in the main supported. Sixteen written
submissions and numerous listening post comments were received from community,
agency, Councillors and City staff. The information was considered and many changes
made to the strategy including the addition of a fourth Flagship project.
A table of the key points from each of the submissions is attached (see Attachment 2 Public Comments on the Draft Greater Bendigo Environment Strategy). The document
also indicates the response and any changes made as a consequence.
The strategy can be viewed as a working document one that will guide Council effort,
but also allow flexibility to respond to changes and make the most of opportunities. For
this reason, the strategy does not contain detail about the implementation of the actions;
instead these will be documented in the Citys Annual Environment Action Plans (AEAP).
The AEAPs will be developed and approved annually, early in the preceding financial
year to ensure actions can be included into the budget for the corresponding year (i.e.
2018/19 AEAP will be prepared for approval July September 2017). The actions within
the AEAP will be based on the priority actions within the strategy and will contribute to
the 20 year goals. Community and agency consultation will be undertaken to inform the
AEAP development to ensure partnership and collaboration opportunities are maximised.
PAGE 128
Whilst the Environment Strategy will be a stand-alone document, it is integrated into a

suite of high-level strategies that are shaping Greater Bendigo. The Environment
Strategy will align with and influence these strategies, including Connecting Greater
Bendigo (ITLUS), the Economic Development Strategy, the Waste and Resource
Management Strategy and the Municipal Public Health and Wellbeing Plan. These
strategies are noted in each relevant section of the Environment Strategy as additional
information available on the Citys website.
After due consideration of the submissions resulting in numerous changes to text and
layout, the final version of the Environment Strategy has been distributed to Council for
consideration prior to adoption.
To achieve our goal of becoming the most liveable regional city, the City and broader
community will need social, economic and environmental sustainability to underpin how
we live and work.
Council has a Municipal Public Health and Wellbeing plan, a recently adopted Economic
Development Strategy and multiple other strategies driving improved wellbeing and
economic outcomes. This strategy provides the necessary drivers to contribute to
achieving the environmental outcomes that the community aspires to and needs; clean
air and water and a healthy natural environment.
SEAC members have contributed content, provided a huge amount of time, energy and
skill to the consultation effort, influenced the structure (One Planet 10 principles), and
provided comment on a number of versions of the draft strategy. Their combined efforts
and feedback have been valued and appreciated.
The Sustainable Environment Unit (SEU) also appreciates the assistance given by
several City staff, Dja Dja Wurrung, Taungurung, Coliban Water, DELWP, NCCMA,
Parks Victoria, e+ Architecture, Birchgrove and Bendigo Sustainability Group. People
from these organisations gave freely their time to participate in engagement events by
giving presentations, filling the MC role, facilitating table discussions or participating on
expert panels.
The process of developing the Environment Strategy has been an eighteen month
journey of engagement with the community, private sector, government, agencies and
staff. Numerous activities were held including; one-on-one meetings, listening posts,
public forums, workshops, presentations, on-line information, media articles, radio and
print advertisements, postcards, social media (Facebook and twitter), as well as activities
at nine school. All resulting in over 3,000 recorded contacts (including webpage hits)
being made. The Environment Strategy web page proved successful with the site
accessed 1,600 times by 1,400 unique users during the strategy development period,
with a significant spike during the public comment phase. Of those 1,400 viewers, 75%
only visited the strategy page on the Citys website.
PAGE 129
A community engagement activities report detailing actions undertaken as part of the

project Stakeholder Engagement Plan is attached to this report (see Attachment 3 Environment Strategy Community Engagement Activities Report).
Engagement Overview:
Commencing June 2015 29 July 2016:
SEAC met 9 times during the development of the strategy.
Five Community Forums:

Forum 1 - Our Place our Environment attended by 85 people.
Forum 2 - Growth, Development and Biodiversity attended by 40 people.
Forum 3 - RePower - considering renewable energy attended by 30 people.
Forum 4 - Schools Event attended by children from 8 local primary schools, at
Botanical Garden attended by 70 people.
Forum 5 - Community Discussion with Costa Georgiadis -Workshop at the
Capital Theatre attended by 80 people.
Bendigo Youth Council Event - 10 members attended.
300 Year 6 Catholic Primary school students.
Traditional Owner Dja Dja Wurrung and Taungurung joint workshop.
27 listening posts at events, shopping precincts, library.
Agency Session Coliban Water, DELWP, Parks Victoria, NCCMA 20 attended.
24 written submissions 8 on Consultation Paper and 16 on Draft Strategy.
4 meetings with Special Interest groups.
36 local organisations participated in the consultation.
Web page (1,629 views), Twitter, Facebook.
5 radio interviews, 11 newspaper articles, 6 media releases and 14 advertisement.
Information brochures, event postcards, and website postcards.
9 Business Unit meetings attended approximately 70 staff.
2 staff drop in opportunities approximately 25 staff.
2 Staff sessions in the draft strategy.
2 Executive Management Team meetings.
PAGE 130
What is the financial cost to Council?
A budget allocation of $45,000 was approved for the 2015/16 financial year
expenditure was $57,000 due to the engagement of RMCG. Savings where made in the
SEU wages budget due to staff vacancies that offset costs.
No budget allocation was made for the 2014/15 or the 2016/17 financial years as the
work was conducted in-house.
Initiatives and actions arising from the strategy will be subject to funding consideration by
Councillors on an annual basis during the usual budget process.
Staff Resources
Significant time from a number of staff across the organisation has contributed to the
development of this strategy.
Conclusion
This Environment Strategy focusses on the connection of people to the environment
across the 10 principles of the One Planet format. It draws the link between community
health and wellbeing and environmental health, reminds us of the human need for clean
water, air and food as well as connection to the environment.
This strategy presents a positive future with significant benefit to people, the environment
and the local economy. It also represents a desire to be inquisitive, innovative and brave
in dealing with the challenges of climate change and to ensure our community is best
placed to recognise and grasp opportunities that may arise from change.
This Environment Strategy has drawn from significant input from community across a
broad range of interest areas, with over 3,000 individual ideas and suggestions put
forward.
The development process checked back with the community twice;
Consultation Paper and the Draft Strategy to ensure we had got the messages right. We
now feel confident to bring this Environment Strategy before Council for consideration
and endorsement.
Attachments
1. Greater Bendigo Environment Strategy 2016 - 2021 (separate document)
2. Public Comments on the Draft Greater Bendigo Environment Strategy.
3. Environment Strategy Community Engagement Activities Report (separate
document)
PAGE 131
RECOMMENDATION
That the Greater Bendigo City Council adopt the Greater Bendigo Environment Strategy
2016-2021.
PAGE 132
Attachment 2:- Public Comments on the Draft Greater Bendigo Environment Strategy
Submission
Key Comments
Action
Amendment and / or Response
1.
Local and Sustainable Food

I think it is a very important goal for Bendigo (and the worlds) future. It is
fantastic seeing that the Bendigo council has recognised that this is
important and is making plans to better the way that we go about our food.
I believe that if the council goes ahead with their promises and manage to
achieve their goal, Bendigos community will be strengthened immensely.
Sustainable Water
See 'kerb cut' for under 'thriving landscapes' for reducing pollutants in
water.
Advising the public how to make workable natural grey water systems to
re-use household water for gardens ( includes use of reeds that can then be
cut for garden mulch)
Promote aquaponics for less use of water for growing food which in turn
cuts out food miles and carbon emissions..
Use Groasis systems to plant council trees so that they don't need to be
watered.
Zero Waste
Promote and support plastic recycling small industries.
Educate community about making compost at home (worm farms, worm
towers).
Thriving Landscapes and Ecosystems
Never EVER use Glyphosate!
Imitate City of Melbournes green your laneway pilot
project: http://participate.melbourne.vic.gov.au/greenlaneways
Provide summer cool gardens around town as per the example of Jackie
French. Once people experience this they may become inspired to get their
own gardens growing the same way.
Include edible natives (and perhaps exotic edibles) in bio-links for people to
enjoy foraging free food which can be used to increase cottage industries
Noted
No action required, supported by

strategy.
Noted
No action required, supported by

strategy.
Council promotes sustainable food
production in general.
Noted
No action required, included in Waste and

Resource Management Strategy.
Noted
No action required.
Action
Plan
The suggested actions are implementation

options supported by the priority actions
within the Strategy. included in Citys
action plan.
2.
PAGE 133
Submission
Key Comments
Action
Change
New action included.

Provide means for artistic expression and
engagement in local culture particularly for
youth.
Strategy promotes food selling and sharing
options in general. Specifics are up to the
community and must comply with
environmental health standards.
and general happiness.

Set up a park food forest.
SLOW DOWN water runoff and soak into ground by use of swales.
Culture and Communities
Provide more means of artistic expression (particularly for youth) - lack of
express leads to deconstructive means of expression (ie crime, vandalism
etc.).
Equity and Sustainable Local Economy
To create local economy you need to create local sellable resources which
falls under the category of sustainable farming and food production.
Allow local people to create their own inner city street market with
products that the people want.
Health and Happiness
Find ways (perhaps the involvement of this 20 year plan itself) of involving
youth and the elderly by marketing opportunities for responsibilities.
Giving responsibilities to the young helps them feel important and allows
them to demonstrate their abilities, plus the old can continue feeling useful
by using their abilities where useful.
I think much of the problems in youth / crime / vandalism come from a lack
of expression or engagement in activities where they have an interest (not
bored) and can feel responsible for something constructive.
Employ or market real food quality measures - a simple method by the use
of a refractometer to get a 'brix' reading of food for the indication of
nutritional density. This allows transparency in food quality which would
otherwise be invisible, and gives a wider range of measurement - the only
measures we have today, generally, are organic, non-organic, biodynamic, or tastes good! It has been noted that taste is directly
proportional to the brix reading of food.
This may replace the need for chemical control or quality control in food
production, since it would make sense that food cannot reach a high
PAGE 134
Noted
Noted
The ideas suggested would fall into the

What community can do section.
Council currently facilitate and promote
this action through community wellbeing
actions.
Noted
These actions are outside the scope of

this strategy.
Submission
3.
4.
Key Comments
nutritional density (or brix reading) if grown with chemicals anyway (allows
more choice for the market to decide).
Sustainable Buildings and Materials
Market (government's initiative to educating householders about sustainable
housing methods).
Make availability of building recycling merchants known to the public.
Additional information provided on sustainable design.
Zero Carbon
More plants and organic matter to absorb carbon.
Help keen individuals to start up hubs as per the Allan Savory strategy to
reverse desertification and soil erosion. According to Allan Savory the
biggest cause of carbon emissions is open land. We need to learn how to
graze animals properly as natural herds who regenerate soil by their activity
and sequester carbon back in to the soil. This is one small change that every
farmer can implement on their farm now. It is just a difference in
management of livestock. Same livestock.
Health and Happiness More OKeefe trails, Science in the park, More rangers for school holiday
programs, Save Biodiversity-Science in the park.
Culture and Communities
Move Naidoc to Spring.
Walking country - events.
Sustainable Buildings and Communities Solar passive North facing orientation of sub-divisions and dwellings.
Design waste disposal into new development ie green waste bins and
alcoves.
Sustainable Buildings and Materials
-Adaptive re-use of existing buildings retains embodied energy and cuts
down on the need for new materials. (old bldgs are valuable repositories of
community memories too and create a local sense of place and belonging
thats discussed in the document).
PAGE 135
Action
Noted
Sustainable buildings and material section

includes actions that support a number of
these suggestions, others are outside the
scope of this strategy.
Noted
These actions are outside the scope of

this strategy.
Noted
No action required.
Strategy supports these actions.
Noted
Action
Plan
Action
Plan
Move NAIDOC - outside the scope of

council action it is a National event.
Included in action plan
Activity supported by Sustainable Building
and Material actions.
Noted
Included in strategy.
Submission
5.
6.
Key Comments
-Australians build the biggest houses in the world and we need to build
smaller and be more intelligent with space/orientation etc. use less
materials & have bigger gardens which become an extension of internal
living spaces.
-Including a reference to 10 minutes neighbourhoods; the key element of
the draft housing strategy, would show a continuity of thinking across
council strategies.
Thriving Landscapes and Ecosystems
Trees there are heritage issues involved with selection of tree species in
heritage precincts and replacement of old trees. Serious tree planting with
the intention to create a beautiful civic precinct began around the 1880s I
think. Perhaps just one sentence somewhere so that this aspect is included
in future conversations about parks and street trees.
Equity and Sustainable Local Economy
If people are mentally well then they can be more active and have more
care towards the environment.
All the strategies for caring for the environment in sustainable ways
including building and construction is great.
Recently when I thought of purchasing a bike I noticed that there were not
a great deal of bike stands around town to secure bikes to.
Equity and Sustainable Local Economy / Zero Carbon
I value highly Bendigos unique status as a city within a forest, and I believe
that a healthy environment means a healthy community.
The document clearly identifies the established relationship between
environmental degradation and social disadvantage simply, that those
people who already struggle the most in our community are the very
people who will be impacted first and hardest by the negative health
impacts and socio-economic upheavals of man-made global warming.
Strong commitment to detailed strategies which address the fact of climate
change is increasingly essential for good governance.
It is time to move Bendigo towards 21st-century economic diversification.
PAGE 136
Action
Change
Reference included in context of

Sustainable Transport.
Change
Included in context of Thriving Landscapes

and ecosystems.
Noted
No action required.
Noted
No action required.
Submission
7.
8.
Key Comments
We have complex toxic legacies courtesy of the mining, manufacturing and
energy production practices of the last century.
Clean, green renewables industries mean jobs and business opportunities
for Bendigo, and the draft strategy rightly envisions Bendigo as a leader in
this field, a regional hub for renewable energy production.
Bendigo is a city built upon the gold-rushes of the 19th and 20th centuries,
yet it is now time to work together to move on to the fast-emerging new
ways of generating opportunity, employment and prosperity in this 21st
century.
For this to happen we need strong leadership which values and respects the
fragility of our shared natural environment and understands the stubborn
reliance upon the continued burning of fossil fuels for energy and everexpanding consumption.
I commend the current City of Greater Bendigo staff and council on the
release of this landmark strategy, and look forward to the adoption and
implementation of the finalised City of Greater Bendigo Environmental
Strategy, 2016-2036.
Well presented - easy to read and digest.
Lots of items to be actioned resources, funding, timelines??
Stakeholder engagement strategy is critical?
Other CoGB department interface is paramount!
Regular simple updates to staff required ie keep on the radar.
Zero Carbon/Waste
-Setting zero targets in waste and carbon - such an aspirational goal, but is it
a realistic one I understand the ideology but is this realistic and achievable
and how will it be measured?
- home composting is this such a priority if we have a kerbside organics
service to the majority of households?
Sustainable Buildings and Materials - 20 Year Goal
Will this extend to retrofitting older CoGB buildings and if so to what
standard?
PAGE 137
Action
Action
Plan
Suggested actions included in action plan

development.
Noted
Measurement and monitoring is included

in the action plan.
Change
Revised context to reflect introduction of

organics.
Yes. The actions support the
development of standards - included in the
action plan.
Noted
Submission
9.
10.
Key Comments
Action
Local and Sustainable Food Natures strip gardens

Consideration to permit and management process required to support this
concept and will need collaboration across a couple of areas would be
good to see it successful work perhaps opportunities for partnership with
community groups such as Pepper Green Farm Veggie bags etc.
-There is an assumption that people reading the document know what
Home Grown document is.
Has the Strategy considered the findings of the Health & Wellbeing Survey
to inform actions and identified needs could be some great info in there
to fill/strengthen this section. I think this is one of the most important links
and selling points as it relates to everyone and has the opportunity to
influence and value add to an individual and community.
-Street Banks concept has been trialled locally and had some management
issues perhaps investigation into the potential of incorporating the Food
Bank project
General
I think that the section regarding Services needs to be clarified eg.. I dont
believe we provide a Service such as the provision of clean air, I think that it
should be we provide services that contribute to.
Unfortunately it is a 60 page glossy brochure with endless pretty pictures
and motherhood statements.
And next to no information.
An exercise in how a responsible authority might avoid doing anything that
might actually assist the environment.
Take away he pictures and there appears to be about 20 pages of actual
information (in big print).
This is a 20 year roadmap............................ on 20 pages?
Compare with the original conservation strategy 20 years ago; The latest
iteration by Council is almost an embarrassment.
People dont seem to be aware of another treasure that we can share with
Noted
No action required
Supported - Policy position currently in
development.
Change
Added information in context re Home

Grown.
Yes information from the survey was
used to support strategy development.
Noted
Recognise there are issues to resolve.
Noted
Current information is correct for

context.
Change
Strengthened the description of the role

of this strategy and the fact that an Action
Plan sits underneath it.
Changed the graphic showing the
relationship between the Greater Bendigo
Environment Strategy and the Citys
Annual Environmental Action Plan.
Noted
The strategy supports action on reducing
PAGE 138
Submission
11.
12.
Key Comments
Action
current and future residents as well as visitors our night sky.

I thank council for replacing old streetlights with more environmentally
friendly and energy efficient lighting as these downward directional lights
not only prevent light from being wasted but reduce light pollution thus
help to maintain our night skies.
I would ask that council also considers outdoor sporting areas such as
football and soccer grounds for players who are quite capable of playing and
training on a dull, cloudy day but seem to be unable to play or train at night
unless their grounds and surrounding area is as bright as the brightest day. I
ask that in the next few years when the current lights need replacing that
more efficient, directional and less night-sky polluting lights be installed.
Things such as directional lighting that only lights up area required for
personal safety and property security, sensor lights, timers, etc. will not
only reduce greenhouse gases but also save money and as a bonus
maintain our starry skies for future Bendigonians (and citizens of Eaglehawk)
to enjoy.
-The City of Greater Bendigo is a member of the Adapting to Change
Change
project, a collaborative project between six regional councils and the
Victorian Government, led by the City of Greater Bendigo.
Zero EmissionsI cant see where weve covered the concerns cumulative energy and CO2
balance e.g. shifting CO2s to developing countries. I believe in Castlemaine
this issue has been discussed already during their bulk by scheme? They may
be able to assist?
Zero WasteIt could be good to reference that it is an achievable goal by giving
examples. I believe Edmonton in Canada and some Netherland cities have
achieved it already? Sustainable Transport Is it worth acknowledging to potential change self-driving cars / trains /
PAGE 139
Noted

emissions and light pollution from public
lighting such as The Lighting the Regions
project.
Future action is included in the Citys
action plan.
Strengthened words in the context of

Zero Carbon to highlight the need for
action against climate change to support
community resilience.
Strategy supports actions noted.
Submission
13.
14.
Key Comments
Action
trucks will have on the next 20 years? I see weve mentioned electric and
shared vehicles.
General-In the What Could will do sections we could also note how we will be
taking the lead / working with other surrounding councils to do these things
too?
-In the What Could will do sections we could also note the advocating and
lobbying we do to other levels of government and agencies for sustainable
practices?
-Will the council actions listed be put into Interplan / IPM and followed up
as actions / tasks in there?
-Our group whole heartily embraces the adoption of the One Planet
Noted
Living platform and philosophy as the core framework for the Bendigo
environmental strategy.
-We note that this One Planet Living framework has been adopted by a
large number of international organisations and Australian councils and
communities such as the City of Fremantle, City of Greater Geelong and
White Gum valley community).
-It provides a very clear communication toolkit such as subject matter
icons that should be understood and recognised by our community.
-The BSG also endorses the 20-year timeline and breaking it down into 5year goals targets that can be measured and reported.
-The identification and promotion of flagship projects are to be
commended.
-The strategy outlines the opportunity for the CoGB to advocate and
undertake activities to meet the many goals.
-However its the community groups and individuals that need to contribute
and push to achieve these mutually agreeable targets and activities.
We support the three Flagship projects proposed, and in particular, Flagship Noted
1 : The City in the Forest, Forest in the City.
To protect and enhance Flagship 1, we wish to make some
PAGE 140
No action required.
No action required.
Submission
Key Comments
comments and proposals as follows:
Increase tree planting within the urban area We heartily support this proposal, designed to increase both canopy cover
and the diversity of plants and animals (p. 37).
Proposal: That new plantings of tree cover and understorey plants be
selected from suitable indigenous varieties, and that similar plantings also
progressively replace failing and water-thirsty exotic plantings in our major
parks and public spaces.
Rationale: Besides supporting the CoGBs Biolinks Strategy, such plantings
will also assist Bendigos climate change resilience. As detailed at a recent
climate change forum held in Bendigo, according to climate predictions of
the CSIRO, the City of Bendigo is expected to have a climate similar to that
of Cobar, NSW, in future years. Consequently, creating a viable city for the
second half of the century should begin now.
Regarding Planned BurnsWe strongly agree that continuous improvements are needed in fire hazard
management practices (p. 37). The Friends of Crusoe Reservoir and No. 7
Park is currently trying to protect these CoGB urban nature parks from
two large planned burns adjacent to the reservoirs, totalling 164 hectares,
due in 2016/17. We have lodged two objections to DELWP thus far, but
these have been rejected. We are including FYI our latest objection plus
our response from DELWP, as attachments.
We note that the Council of the CoGB, local community environment
groups and scientific reports all state that planned burns are a damaging
process for the Box Ironbark forests, thus undermining the viability of the
City in the Forest
To quote Professors Andrew Bennett and Mike Clark:
1. There is little evidence for any ecological benefit from the planned burns,
at least in the short term... In contrast, there is evidence that burning
results in depletion of habitat resources for a number of faunal species.
2. Frequency of burning is a critical issue, given that even low cover burns
result in loss of faunal habitat components. The interval between burning
PAGE 141
Action
Notes
Strategy action includes the development

of an Urban Greening Strategy which will
include these considerations.
Noted
Strategy supports position.
Submission
Key Comments
needs to be sufficient for habitat resources to be replenished. Given the
low productivity of box ironbark forests, it will take many years for
resources such as logs and deep litter layers to re-accumulate. It is unlikely
that such re-accumulation will occur within the current minimum tolerable
fire interval for the Box Ironbark EVC (12 years).
3. .it is critical to undertake strategic planning to develop a vision and
target for the post-fire, age-class structure of these forests. This requires
determining the appropriate mix of forest growth stages, at a regional scale,
that will ensure the resilience of this ecosystem and its flora and fauna.
The Friends group also supports continued research into the effects of
planned burns on the environment (CoGB Draft Environment Strategy, p.
37) and the call by Professors Andrew Bennett and Mike Clark for further
long-term monitoring of the sites established in the study cited above (ibid,
p. viii).
Proposal 1: That the Council of the CoGB advocate to DELWP for the
undertaking of the recommended long-term monitoring on the impacts of
planned burns at these sites established by DELWPs Box Ironbark Mosaic
Burning Project at Heathcote/Greytown.
Proposal 2: That a forum of experts on Bushfire Risk in Bendigo be
convened for the CoGBs CEO, Mayor and councilors, council staff and
relevant community advisory committees. Proposed speakers and possible
topics suggested are included below.
Rationale: This proposal is aligned with the Councils action to, Support
continuous improvements in fire hazard practices (CoGB Draft
Environment Strategy, p. 37).
Following the deliberately lit fire in Bendigo on Black Saturday 2009, plus
the seven year statewide adoption of the 5% planned burn regime which did
not accurately follow the Recommendations of the Royal Commission, the
community has come to mistakenly view the Box Ironbark forests as the
source of bushfire risk.
Both the state government planned burns and misdirected community fear
seriously undermine the success of Flagship 1 : City in the Forest, Forest in
PAGE 142
Action
Noted
Strategy supports monitoring and research

into the effects of planned burning.
Change
Included in context.
Submission
Key Comments
Action
the City. Such a forum of experts would articulate and clarify the issue of
bushfire risk for the citys leaders. As leaders of the community, it would be
expected that following this forum, the Mayor and councilors, in
consultation with council officers and state emergency agencies, would
engage in beginning the careful and considered process of community
education on the true nature of bushfire risk and prevention for the CoGB.
Regarding bushfire arson, in common with Dr. Janet Stanly of the National
Centre for Research in Bushfire and Arson , the Australian Criminology
Association reports that only 7% of all bushfires in Australia are the result
of natural causes, e.g. lightening, and that the majority are caused by the
crime of bushfire arson. Having two pockets of identified long-term socioeconomic disadvantage Eaglehawk and Heathcote along with numerous
urban/forest interfaces of our City in a Forest, Bendigo is a high risk area
for bushfire arson.
Regarding rapid bushfire response, it is important to arrive at a wildfire as
soon as possible with adequate equipment, especially on a Code Red day, as
on such a day with many fires going it is vital that there are adequate units
available. The lack of available units was seen at Murrindindi/Marysville on
Black Saturday, where the extremely large grass fire began on private land
but no fire units arrived.
Culture and Communities We support the 20 year goals listed for, A strong community involvement
in improving sustainability in Greater Bendigo (p. 41).
In regards to the traditional owners, we wish to propose the following:
Proposal: We propose that suitable plaques, written documentation, art
installations or murals, be put in place at the public entry points or picnic
areas of both Crusoe Reservoir and No. 7 Park. That the CoGB Sustainable
Environment Department, Park Rangers, Strategic Planning Department,
Friends of Crusoe and No. 7 Parks group, etc. in collaboration with the
local Djaara communities and elders, seek input regarding the positioning
and type of jointly agreed appropriate plaques or symbols which
acknowledge original custodianship of the Dja Dja Wurrung people.
PAGE 143
No action required.
Noted
Supported by Strategy and the Citys

Reconciliation Action Plan.
Submission
Key Comments
Action
Noted
No action required.
Noted
No action required.
Change
Included the Waste Hierarchy as per the

Citys Waste and resource management
Strategy.
Rationale This proposal both acknowledges and gives visible reality for the
public of the ancient custodianship of the Djaara peoples of the CoGB prior
to European settlement in these very successful CoGB urban nature parks.
It also supports both the CoGBs Draft Environment Strategy and the
Reconciliation policies.
15.
Coliban Water supports the review and implementation of an environment

strategy for the City of Greater Bendigo that sets a 20-year vision for our
municipality, recognising that many of the challenges and opportunities in environmental
sustainability need continuous action.
-Coliban Waters vision is Water to live, grow and enjoy and our purpose is to
provide water services that meet community needs now and into the future. It is
pleasing to note that our Sustainability Policy aligns particularly well with Councils
20 year goals and actions on energy, water and waste management.
-Coliban Waters comments below should be regarded as general to the review,
and are primarily related to impacts that may have an effect upon water supply
catchments and waterways, and any associated environmental impacts.
-Coliban Water look forward to collaborating with the City of Greater Bendigo on
more specific actions and projects, as appropriate, throughout the life of the
strategy.
Zero Carbon Coliban Water supports Councils 100% renewable energy target. The Victorian
Government have established target that will see 25% of energy coming from
renewable sources by 2020. Coliban Water is committed to achieving this target.
A solar energy system has recently been installed at Korong Vale, and similar
opportunities are being investigated at treatment plants in the City of Greater
Bendigo.
Zero Waste Coliban Water is a large producer of organic waste, through the activities
undertaken at the Bendigo Water Reclamation Plant (WRP). Coliban Water is
committed to the beneficial reuse of this organic waste through the reuse to land
of the biosolids that are produced.
Coliban Water believes that the waste hierarchy should be used to promote the
zero waste goal to residences and businesses within the City of Greater of
Bendigo, and would like to suggest that a campaign targeting the avoidable wasting
PAGE 144
Submission
Key Comments
of food be given greater emphasis as the first step in reducing overall organic
waste.
Sustainable Buildings and Materials Coliban Water continues to promote government rebates for water saving devices
to its customers and has a water efficient showerhead swap program.
Sustainable Water
-Coliban Water recognises the relationship between sustainable water use and the
zero carbon objective. Water efficiency leads to a lower demand, which results in
less pumping and therefore decreased emissions.
-Coliban Water suggests that the relationship is highlighted and used to link the
two action areas.
-Please note in the first paragraph of your text on Sustainable Water, that the
three reservoirs which supply the City of Greater Bendigo are the Upper Coliban,
Lauriston and Malmsbury Reservoirs. Coliban Water also treats water taken
directly from Lake Eppalock and Lake Eildon, via the Goldfields Superpipe to Lake
Eppalock, for drinking purposes in the city of Bendigo, and smaller communities,
including Heathcote.
Additionally, the reference to the Epsom Water Reclamation Plant should be
changed to the Bendigo Water Reclamation Plant.
It is also suggested that the reference to the recycled water is amended to
read:
The Bendigo Water Reclamation Plant is capable of producing high quality Class A
recycled water. The Water Factory has a maximum capacity to produce
approximately 13 ML recycled water per day. The recycled water production is
influenced by inflows and does not operate constantly. The production and use of
recycled water throughout our city decreases the consumption of water as a natural
resource.
The 20 year goals and Top Actions that are included in the strategy are supported
by Coliban Water. In particular, Coliban Water is committed to continuing to
engage with Council and the community on options for long-term water security,
Integrated Water Management, the use of fit-for-purpose water and water
education, through the program that is delivered in schools across the region.
It is suggested that dot point 5 is amended to:
Implement actions that improve the water quality of local lakes and waterways
PAGE 145
Action
Change
Added in additional info.
Change
Amend to reflect words.
Action
Plan
Include in Citys action plan.
Action
Plan
Include in Citys action plan.
Submission
Key Comments
Action
It is suggested that the following is included as a Top Action:

Raise awareness of the impact of rural residential dams, and limit the growth and
expansion of such dams.
Appropriately structured, targeted programs for assisting private property
owners to retain rain water onsite and better manage stormwater pollution
through mechanisms such as rain water tanks, rain gardens and replacement of
impervious pavements with porous surfaces, all of which can have multiple
beneficial environmental outcomes.
Implement Water Sensitive Urban Design in both residential and commercial
developments settings, with consideration being given to existing and new
developments.
16.
North Central CMA commends Council on the inclusive manner and the
Noted
vision that it has shown during the development of the strategy. North
Central CMA is strongly supportive of the objectives of this Strategy.
Flagship Project 2: City in the forest, forest in the city
North Central CMA strongly support this project and recommends that
Change
additional actions and a focus on working with agencies to improve and/or
maintain the extent and condition of the forests and vegetation surrounding
Bendigo and other urban locations to ensure that the forest external to the
urban centres is not degraded.
Flagship Project 4: A shared vision for restoring Bendigo Creek
North Central CMA believes the long term partnership between the North Change
Central CMA, CoGB and DELWP through the implementation of the Joint
Partnership Initiative (JPI) should be recognised in the Strategy. The JPI has
been in place for the past 10 years to coordinate management of Bendigo
Creek. The JPI has been a successful collaborative partnership that has seen
improved management and overall health of the waterways within the urban
area of Bendigo.
Noted
The Strategy states that there is great support for restoring the Bendigo
Creek to a natural waterway. North Central CMA, as the regional
waterway management authority, fully supports projects that improve the
PAGE 146
No action required.
Flagship 1 edited to reflect comment.
Included words in context of Flagship 4.
The concerns expressed are the very

reason that the project is about facilitating
the development of a shared vision for
Bendigo Creek that is realistic and
achievable. As a result of the consultation
and the expressed community expectation
Submission
Key Comments
Action
overall health, social and economic benefit of waterways, however it is

unrealistic to expect that Bendigo Creek can be returned to a fully
functioning natural waterway. There is great opportunity to undertake
works to improve the habitat and amenity values of Bendigos creeks.
North Central CMA welcomes the opportunity to be involved in this
flagship project but cautions against setting unrealistic expectations that may
not be achievable.
North Central CMA recently completed the Bendigo Urban Flood Study
and is currently working with Council to implement the results of this study
into the Greater Bendigo planning scheme. There needs to be recognition
that any works within Bendigo Creek will need to ensure that adequate
flood capacity is maintained.
The North Central CMA and Dja Dja Wurrung (DDW) are about to begin
a Bendigo Creek Pilot project which will build capacity, provide
opportunities to undertake some works and provide a greater connecting
to the local community. DDW should also be highlighted as a key partner in
the 5 year Actions.
Shared Vision
North Central CMA supports the approach of a shared vision across
agencies and community regarding sustainability and the environment. A
shared vision will ensure all agencies and internal council departments are
on the same page and that opportunities are not missed. North Central
CMA has witnessed a number of missed opportunities due to the absence
of a shared vision, an example of this is the inconsistent requirement and
adoption of waterway reserves along Bendigos waterways through the
subdivisional process.
What the Community can do
Whilst identifying what the community can do is a critical communication
aspect of the Strategy, the current actions seem vague and are at
inconsistent scales. North Central CMA recommends that the Strategy
provide more tangible and specific actions to inspire greater involvement by
PAGE 147

that the creek could be returned to a
natural state the City considers it
important to commence the dialogue to
manage expectation and build a way
forward together.
Noted
Covered in context.
Change
Included in context of Flagship 3.
Noted
No action required.
Noted
Actions are designed to be multi-level to

engage a broader audience.
Submission
Key Comments
the community.
Sustainable Water
North Central CMA recommends that an action be included that the City
of Greater Bendigo works with stakeholders and relevant agencies to
develop a plan on how it intends to implement appropriate actions funded
by developer contributions for water sensitive urban design.
Comments
from
community
who attended
listening posts
Zero Waste
Action
Action
Plan
Included in the citys action plan.
Noted
Council currently has a policy position of

supporting Container Deposit Legislation.
Lobby Council to strongly advocate for can + recycle deposit system to be

introduced.
Dealing with waste needs to be combined with creating/maintaining jobs for local
people.
Needs to be more Council support to help businesses start up new alternatives
such as a large scale commercial worm farm to deal with hospital organic matter.
Or, a network of small home businesses that each have a partnership with a
different caf/restaurant where they take their organic matter.
Sustainable Transport The current Long Gully bike path from Schweppes Centre through to Lake
Weeroona always has glass on it. If this was attended to more frequently it
would entice people to use it more often.
Electric charging stations for E bikes (mentioned twice).
Increase and encourage community vegetable gardens.
Zero Carbon
All new commercial buildings to be self- sufficient in providing solar power
to meet electricity needs.
June 2016 hottest month ever worldwide on record since 1880s
How is this going to impact our lives here in Bendigo? Financially,
personally, for industry and farming?
PAGE 148
Strategy currently supports these ideas.

Waste and resource management Strategy
supports this action.
Noted
Noted
Operational issue re path sweeping.

Customer request logged.
EV ready included in strategy.
Strategy supports this action.
Noted
Outside the control of council. - Great

community aspiration.
Change
This and other like ideas contributed to the

development of Flagship 1 Power to the
People, aimed at supporting community action
to become more sustainable.
Leadership and Good Governance - Reports
6.
LEADERSHIP AND GOOD GOVERNANCE
6.1
RECORD OF ASSEMBLIES
Author
Peter Davies, Manager Executive Services
Responsible
Officer
Craig Niemann, 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
Council demonstrates leadership in its decisions to meet future needs and challenges.
The Local Government Act provides a definition of an assembly of Councillors where
conflicts of interest must be disclosed.
A meeting will be an assembly of Councillors if it considers matters that are likely to be
the subject of a Council decision, or, the exercise of a Council delegation and the
meeting is:
1.
2.
A planned or scheduled meeting that includes at least half the Councillors (5) and a
member of Council staff; or
an advisory committee of the Council where one or more Councillors are present.
The requirement for reporting provides increased transparency and the opportunity for
Councillors to check the record, particularly the declarations of conflict of interest.
Report
Meeting
Name/Type
Meeting Date
Matters discussed
Meeting Information
Governance Meeting(s)
21 July 2016 and 27 July 2016
1. Local Government Act Review
2. CEO Performance Review
3. Defamation and Cyber Bullying
PAGE 149
Attendees/Apologies
21 July 2016
Councillors
Cr Rod Fyffe
Cr Rod Campbell
Cr Elise Chapman
Cr Peter Cox
Cr Helen Leach
Cr Barry Lyons
Cr Mark Weragoda
Apologies:
Cr Lisa Ruffell
Cr James Williams
27 July 2016
Cr Rod Fyffe
Cr Helen Leach
Cr Barry Lyons
Cr Mark Weragoda
Apologies:
Cr Rod Campbell
Cr Elise Chapman
Cr Peter Cox
Cr Lisa Ruffell
Cr James Williams
21 July 2016
Staff/
Community
Mr Craig Niemann
Representatives
Mr Peter Davies
Mr Peter Hargreaves
Mr Andrew Lyons
Mrs Alison Campbell
27 July 2016
Mr Craig Niemann
Mr Peter Davies
Conflict of Interest disclosures
Matter Councillor/officer making disclosure
No.
Nil
Meeting
Name/Type
Meeting Date
Matters discussed
Meeting Information
Councillors' Forum
27 July 2016
1. Industrial land
2. Marong Business Park
3. Wolstencroft Reserve
4. Club Court facility
5. Chinese Arch
6. Caravan shed application
7. Organic bins at vacant houses
8. Epsom Primary School
PAGE 150
Councillor/officer left
meeting
9.
10.
11.
12.
13.
Injured wildlife
Independent Review
Briefing by VicRoads
Golden Dragon Museum Strategic Plan
Meeting with La Trobe University
Attendees/Apologies
Councillors
Cr Rod Fyffe
Cr Helen Leach
Cr Barry Lyons
Cr Mark Weragoda
Apologies:
Cr Rod Campbell
Cr Elise Chapman
Cr Peter Cox
Cr Lisa Ruffell
Cr James Williams
Staff/
Mr Craig Niemann
Community
Ms Kerryn Ellis
Representatives
Ms Rachelle Quattrocchi
Mr Terry Karamaloudis
Ms Prue Mansfield
Mr Michael Smyth
Mr Peter Davies
No.
Nil
Meeting
Name/Type
Meeting Date
Matters discussed
meeting
Meeting Information
Sustainability and Environment Advisory Committee
2 August 2016
1. Mine de-watering
2. Greater Bendigo Public Space Plan
3. Significant Tree Register
4. Draft Environment Strategy
5. Project options for 2017/2018 budget consideration
6. 2016/2017 Community Conversation Forum
7. Education and awareness
Attendees/Apologies
Councillors
Cr Rod Fyffe
Cr James Williams
Apology:
Cr Peter Cox
Cr Mark Weragoda
Staff/
Ms Robyn Major
Community
Mr Ian Couper
PAGE 151
Representatives
Ms Kelly Dunn/
Mr Colin Smith
Mr Geoff Caine
M/S Jess Milroy
Mr Rohan Hogan
Ms Pamela Beattie
Mr Jeff Cummins
Apologies:
Ms Kathryn Stanislawski
Mr Lucas Hodgens
M/S Chris Weir
Mr James Shaddick

No.
Nil
Meeting
Name/Type
Meeting Date
Matters discussed
meeting
Meeting Information
Councillors' Forum
3 August 2016
1. Planning matters and draft Ordinary agenda review
2. Redevelopment of Bendigo Airport
3. Drones
4. Bendigo East VCAT decision
5. Former White Hills landfill
6. Statutory declaration for Organics Exemptions process
7. Organics Exemption backlog
8. Support for community newspapers
9. Redesdale Ward meeting
10. Citizen's Jury
11. Rosalind Park
12. Barrack Reserve
13. 1096 Calder Alternative Highway
14. CEO Remuneration Review
15. Report of the Independent Arbiter
Attendees/Apologies
Councillors
Cr Rod Fyffe
Cr Rod Campbell
Cr Peter Cox
Cr Helen Leach
Cr Barry Lyons
Cr Lisa Ruffell
Cr Mark Weragoda
Cr James Williams
Apology:
Cr Elise Chapman
PAGE 152
Staff/
Community
Representatives
Mr Craig Niemann
Mr Ian Couper
Mr Terry Karamaloudis
Ms Prue Mansfield
Ms Kerryn Ellis
Mr Michael Smyth
Mr Peter Davies
Mrs Alison Campbell

No.
1.
Crs Fyffe and Ruffell
meeting
Yes
RECOMMENDATION
That Council endorse the record of assemblies of Councillors as outlined in this report.
PAGE 153
7.
URGENT BUSINESS
Nil.
PAGE 154
8.
8.1
NOTICES OF MOTION
NOTICE OF MOTION: MEMORIAL FOR THE LATE
DARYL MC CLURE
CR HELEN LEACH
That this Council approve the concept of a memorial in Rosalind Park to Daryl McClure.
PAGE 155
9.
COUNCILLORS' REPORTS
10.
MAYOR'S REPORT
11.
CHIEF EXECUTIVE OFFICER'S REPORT
12.
CONFIDENTIAL (SECTION 89) REPORTS
12.1
Confidential Report in accordance with Section 89(2)d) of the Local

Government Act 1989, relating to a contractual matter.
12.2
Confidential Attachment in accordance with Section 89(2)d) of the

Local Government Act 1989, relating to a contractual matter.
12.3
Confidential Attachment in accordance with Section 89(2)d) of the

Local Government Act 1989, relating to a contractual matter.
RECOMMENDATION
That the meeting be closed to the public to consider a report in accordance with Section
89(2)(d) of the Local Government 1989, as amended, relating to a contractual matter.
PAGE 156

Council Agenda - August 31

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Council Agenda - August 31

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AGENDA

Ordinary Meeting of Council

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

This Council Meeting is conducted in accordance with Local Law

Transparency - Information about Council decisions is readily available and easily

Planning for Growth

Presentation and Vibrancy

Leadership and Good Governance

SUSPENSION OF STANDING ORDERS

PUBLIC QUESTION TIME

RESUMPTION OF STANDING ORDERS

DECLARATIONS OF CONFLICT OF INTEREST

PETITIONS AND JOINT LETTERS

PLANNING FOR GROWTH

Planning Scheme Amendment C229 - Proposed Interim

41 Gladstone Street, Quarry Hill - Demolish Outbuilding,

Greater Bendigo Housing Strategy

CT000277 - Bendigo Tennis Centre Redevelopment

CT000280 - Management of Aquatic and Leisure Facilities

PRESENTATION AND VIBRANCY

Greater Bendigo Public Space Plan

Awarding of Contract No: CT000274 for Garden for the

Rural Communities Strategy

Final Cultural Diversity And Inclusion Plan (CDIP)

HACC - Food Services Feasibility Study

HACC - Property Maintenance Feasibility Study

Awarding of Contract No: CT000278 for Resealing of

Adoption of the Greater Bendigo Environment Strategy

LEADERSHIP AND GOOD GOVERNANCE

Notice of Motion: Memorial for the Late Daryl Mc Clure

CHIEF EXECUTIVE OFFICER'S REPORT

CONFIDENTIAL (SECTION 89) REPORTS

Confidential Report in accordance with Section 89(2)d) of

Confidential Attachment in accordance with Section

Confidential Attachment in accordance with Section

Ordinary Meeting - 31 August 2016

SUSPENSION OF STANDING ORDERS

PUBLIC QUESTION TIME

Ordinary Meeting - 31 August 2016

An individual may only lodge one question per meeting.

RESUMPTION OF STANDING ORDERS

Ordinary Meeting - 31 August 2016

DECLARATIONS OF CONFLICT OF INTEREST

direct financial interest

Ordinary Meeting - 31 August 2016

Petition: Request for Sealing of Myrtle Creek Road, Axe Creek

Ordinary Meeting - 31 August 2016

PETITIONS AND JOINT LETTERS

Planning for Growth - Reports

Ordinary Meeting - 31 August 2016

PLANNING FOR GROWTH

PLANNING SCHEME AMENDMENT C229 - PROPOSED INTERIM

Emma Bryant, Co-ordinator Amendments & Heritage

Prue Mansfield, Director Planning & Development

Officers have written to the Minister for Planning requesting

City of Greater Bendigo and Minister for Planning

Protecting heritage places.

That Council endorse the actions of the Acting Director of

Planning for Growth - Reports

Ordinary Meeting - 31 August 2016

Presentation & Vibrancy

Planning for Growth - Reports

Ordinary Meeting - 31 August 2016

It is proposed to exhibit the planning scheme amendment to introduce overlays to the

* Broadcast live on Phoenix FM 106.7 *