Agenda of Ordinary Meeting of Council - Thursday, 26 May 2022

AGENDA Ordinary Meeting of Council

5:30pm Thursday 26 May 2022

VENUE: Committee & Council Room 76 Deakin Ave, Mildura NEXT ORDINARY MEETING OF COUNCIL 5:30pm Thursday 23 June 2022

Copies of Mildura Rural City Council’s Agendas & Minutes can be obtained online at www.mildura.vic.gov.au

Prayer

Almighty God,

We who are gathered together in Council,

pledge ourselves to work in harmony for

the welfare and development of our Rural City.

Guide us, we pray, in our deliberations,

help us to be fair in our judgement and

wise in our actions,

so that prosperity and happiness

shall be the lot of our people.

Amen.

Acknowledgement of Country

“I would like to acknowledge the Traditional Owners and

Custodians of the land, which now comprises the Mildura

Rural City municipality. We pay our respects to Elders

past and present and celebrate and respect their

continuing cultures and acknowledge the memories of

their ancestors”.

Note to Councillors

Declaration of Interest Councillors should note that in accordance with section 130 of the Local Government Act 2020, there is an obligation to declare a conflict of interest in a matter before Council. A conflict of interest can be general or material in nature. A Councillor has a general conflict of interest if an impartial, fair-minded person would consider that the Councillor’s private interests could result in that Councillor acting in a manner that is contrary to their public duty.

• Private interests means any direct or indirect interest of a Councillor that does not derive from their public duty and does not include an interest that is only a matter of personal opinion or belief.

• Public duty means the responsibilities and obligations that a Councillor has to members of the public in their role as an elected representative.

A Councillor has a material conflict of interest if an affected person would gain a benefit or suffer a loss depending on the outcome of the matter. The benefit may arise or the loss incurred –

(a) directly or indirectly; or (b) in a pecuniary or non-pecuniary form.

An Affected Person includes:

(a) the relevant person; (b) a family member of the relevant person; (c) a body corporate of which the relevant person or their spouse or domestic

partner is a Director or a member of the governing body; (d) an employer of the relevant person, unless the employer is a public body; (e) a business partner of the relevant person; (f) a person for whom the relevant person is a consultant, contractor or agent; (g) a beneficiary under a trust or an object of a discretionary trust of which the

relevant person is a trustee; (h) a person from whom the relevant person has received a disclosable gift.

Disclosure of Conflict of Interest A Councillor must make full disclosure of a conflict of interest by advising the type and nature of the interest immediately before the matter is considered at the meeting. Following the disclosure and prior to the matter being considered or any vote taken, the Councillor with the conflict of interest must leave the room and notify the Chairperson that he or she is doing so.

INDEX

1 PRAYER AND ACKNOWLEDGEMENT OF COUNTRY ........................................... 6

2 OPENING AND WELCOME ...................................................................................... 6

3 PRESENT .................................................................................................................. 6

4 APOLOGIES AND ABSENCES ................................................................................ 6

5 CONFIRMATION OF MINUTES ................................................................................ 6

6 CONFIRMATION OF COUNCIL AUSPICED MEETINGS ......................................... 7

7 NOTIFICATION OF ABSENCE ................................................................................. 9

8 MAYORAL REPORT ................................................................................................10

8.1 MAYORAL REPORT APRIL 2022 .................................................................10

9 COUNCILLOR REPORTS ........................................................................................12

9.1 COUNCILLOR REPORTS APRIL 2022 .........................................................12

10 RESPONSES TO COUNCILLOR QUESTIONS .......................................................15

10.1 CR STEFANO DE PIERI ANSWER EFFICIENCY TO COMMUNITY QUESTIONS .................................................................................................15

11 QUESTIONS FROM COUNCILLORS ......................................................................18

12 NOTICES OF MOTION .............................................................................................18

12.1 NOTICE OF MOTION – HOUSING CRISIS ..................................................19

12.2 NOTICE OF MOTION – FINANCIAL ASSISTANCE GRANTS ......................21

12.3 NOTICE OF MOTION – MURRAY BASIN RAIL PROJECT ..........................25

12.4 NOTICE OF MOTION – MURRAY BASIN RAIL PROJECT ..........................30

13 PETITIONS, JOINT LETTERS AND DEPUTATIONS ..............................................35

14 MANAGEMENT REPORTS ......................................................................................35

14.1 COUNCILLORS EXPENSES REPORT 1 JANUARY 2022 - 31 MARCH 2022 ..............................................................................................................36

14.2 RECREATION ASSISTANCE GRANT PROGRAM 2022-23 - RECOMMENDATIONS FOR FUNDING ........................................................39

14.3 EVENT FUNDING AND SUPPORT GRANTS PROGRAM 2022 -2023 (FEBRUARY ROUND) - RECOMMENDATIONS...........................................55

14.4 AGED CARE REFORMS ..............................................................................70

14.5 ADOPTION OF COMMUNITY BANNER PROGRAM POLICY CP077 ..........87

14.6 EARLY YEARS INFRASTRUCTURE PLAN ..................................................97

14.7 AMENDMENT C104MILD - PLANNING SCHEME REVIEW AND PLANNING POLICY FRAMEWORK (PPF) TRANSLATION - ADOPTION OF AMENDMENT ....................................................................................... 138

14.8 QUARTERLY FINANCIAL MANAGEMENT REPORT - MARCH 2022 ........ 191

14.9 MILDURA CITY HEART BUSINESS PLAN UPDATE 2022-2023 AND HALF-YEARLY REPORT - JULY TO DECEMBER 2021............................. 203

14.10 MILDURA AIRPORT PTY LTD MAPL ANNUAL BUSINESS PLAN 2022-2023 ............................................................................................................ 241

14.11 MILDURA REGIONAL DEVELOPMENT ANNUAL BUSINESS PLAN 2022-2023 ................................................................................................... 259

14.12 ADOPTION OF WATERWAY MANAGER INSTRUMENT OF DELEGATION ............................................................................................. 277

14.13 ADOPTION OF CHILDREN'S SERVICES LEGISLATION INSTRUMENT OF DELEGATION ....................................................................................... 288

14.14 ADOPTION OF ASSET PLAN 2022-2031 ................................................... 319

15 URGENT BUSINESS ............................................................................................. 355

16 COMMUNITY QUESTIONS .................................................................................... 355

17 CLOSURE .............................................................................................................. 355

MARTIN HAWSON

CHIEF EXECUTIVE OFFICER

Agenda - Ordinary Meeting of Council Thursday 26 May 2022

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1 PRAYER AND ACKNOWLEDGEMENT OF COUNTRY

2 OPENING AND WELCOME

3 PRESENT

4 APOLOGIES AND ABSENCES

5 CONFIRMATION OF MINUTES

Ordinary Meeting of Council held on 28 April 2022 That Council confirm the minutes of the Ordinary Meeting of Council of 28 April 2022 as a correct record Confidential Meeting of Council held on 28 April 2022 That Council confirm the minutes of the Confidential Meeting of Council of 28 April 2022 as a correct record


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6 CONFIRMATION OF COUNCIL AUSPICED MEETINGS

In accordance with Part 23 of Council’s Governance Rules, records of Council Auspiced Meetings must be reported to the next Ordinary Meeting of Council and confirmed in the minutes. A Council Auspiced Meeting is defined in the Governance Rules as a meeting at which matters are considered that are intended or likely to be the subject of a Council decision or the exercise of a delegated authority and which is either of the following:

• A meeting of an advisory committee where at least one Councillor is present; or

• A planned or scheduled meeting that includes at least half the Councillors and at least one Council officer.

The record is therefore presented for Council’s noting. Recommendation That Council note the following records of Council Auspiced Meetings:

• Old Aerodrome Sporting Complex Advisory Board – 6 April 2022

• Council Forum – 12 May 2022


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RECORD OF COUNCIL AUSPICED MEETINGS

Meeting Details Councillor Attendees Other Attendees Matters Discussed Conflict of

Interest Disclosures

Old Aerodrome Sporting Complex Advisory Board 6 April 2022

Cr Mark Eckel Cameron Lea, Facility Maintenance Team Leader Sue O’Brien, Recreation Officer

1. Rubbish Bins at the Reserve 2. Security Issues at the Reserve 3. Cleaning at the Reserve 4. Condition of the grass on the oval 5. New Lighting Control system. 6. New Recreation Assistance Grant Program 7. New Child Safe Regulations for clubs 8. Army Reserve usage agreement for No 3 Oval 9. Mildura Fire Brigade and Imperial Football Netball Club

Nil

Council Forum 12 May 2022

Cr Liam Wood Cr Troy Bailey Cr Mark Eckel Cr Helen Healy Cr Jodi Reynolds

Martin Hawson, Chief Executive Officer Daryl Morgan, Acting General Manager Development Mark Jenkins, Acting General Manager Community Chris Parham, General Manager Corporate Larni Baird, Manager Governance & Performance

1. Amendment C104Mild - PS Review and PPF Translation - Response to Panel Report and Adoption

2. Powerhouse Precinct - Project Update 3. Events Funding and Support Grants Program 2022 -

2023 (February Round) – Recommendations 4. Community Banner Program Policy CP077 5. Old Aerodrome Sporting Complex Master Plan Review 6. Chaffey Park Master Plan Review 7. Mildura Sporting Precinct Project Update 8. Aged Care Reforms 9. Quarterly Financial Report – March 10. Quarterly Budget Review - March 2022 11. Mildura Airport Pty Ltd – Loan 12. Governance Refresher - Part 1 13. Monthly Management Report

Nil


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7 NOTIFICATION OF ABSENCE


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8 MAYORAL REPORT

8.1 MAYORAL REPORT APRIL 2022

File Number: 02/01/06

1. Summary

The following is an update on the activities and functions attended by the Mayor Cr Liam Wood during the month of April 2022.

2. Recommendation

That Council note the contents of this report.

3. Comments

• Lismore Library Book Donations Meeting

• River1467 Weekly Interviews

• Matman Weekly Interviews

• Mayor & CEO Catch-up’s

• Mayor & CEO Media/Comms Briefings

• Meeting with Mildura Regional Development

• Meeting with the Hon. Shaun Leane

• MRCC & Wentworth Shire Council Joint Meeting

• RSL Official Ceremony - 80th Anniversary of 2OCU

• Morning Tea with Stan Grant

• Meeting with Victorian Equal Opportunity & Human Rights Commissioner & the

Chairperson of the Victorian Multicultural Commission

• MRCC Aged & Disability Services Update

• Procedural Guidance Meeting for the Election of the Deputy Mayor

• Anti-Racism Yarning Circle event with Stan Grant

• Media Event & Meeting with Bonza Airline

• Council Presentation 2022-2023 Capital Budget

• Special Council Meeting

• Meeting with the Hon. Matthew Guy

• Meeting with Mildura Health Private Hospital

• Various meetings with Constituents

• Aboriginal Action Committee

• Council Forum Day One

• Special Confidential Council Meeting

• Mildura Rural City Council’s first Press Club Breakfast

• Quarterly Confidential Reports Review

• Council Forum Day Two

• James Transport Mildura 100 Launch Night

• Easter Powersports 2022

• NAIDOC Corroboree Event

• Mildura Ski Club - Mildura 100 Ski Race Event


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• Meeting with Senator Bridget McKenzie MP & Dr Anne Webster MP

• ANZAC Day Dawn Service

• ANZAC Day 11am Commemorative Service

• Meeting with Sunraysia Residents Association

• Councillor Briefing - Mildura East Maps & Plans

• Mayoral Video

• SuniTAFE Workforce Training Innovation Fund Announcement

• Regional Cities Victoria General Meeting

• Ordinary Council Meeting

• North West Municipalities Association Annual General Meeting & Ordinary

Meeting

• Bulldogs/South Mildura Sporting Club- Inaugural Sunraysia Football & Netball

League Home Game


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9 COUNCILLOR REPORTS

9.1 COUNCILLOR REPORTS APRIL 2022

File Number: 02/01/06

1. Summary The following is a report on the activities and functions attended by Councillors during the month of April 2022.

2. Recommendation That Council note the contents of this report.

3. Comments

Cr Ian Arney

• Refer to table

Cr Stefano De Pieri

• Refer to table Cr Mark Eckel

• Variety 4WD Adventure

• MRCC Aged & Disability Service Update

• Psyche Bend Historical Reserve Committee

• Domestic Violence & Sexual Assault Board Meeting

• Meeting with Shadow Premier Matthew Guy at Psyche Pumps

• Meeting with CEO

• Mallee Track Foundation Launch

• Mildura South Sport Precinct Media

• Mallees Sexual Assault & Mallee Domestic Violence Executive

Cr Helen Healy

• Meeting with Mayor & CEO

• Meeting with Constituent

• Meeting with WomenCAN Representatives

• Greater Bendigo Gender Equity Coalition Forum

• Meeting with Acting Manager Community & Arts Mildura

• Meeting with Greater Bendigo Gender Equity Coalition Forum Independent Chair

• Arts Mildura Board Meeting

• Aboriginal Action Committee Meeting

• Cultural Policy Meeting

• NAP Contemporary Opening

• Mildura Life Saving Club Awards & Annual General Meeting


• Arts, Culture & Heritage Portfolio Meeting

• CBD Place Activation Working Group

• Meeting with Constituent - Mildura East Growth Plan


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• The Gazetting of Mt Dispersion as an Aboriginal Place Event

Cr Glenn Milne

• Triple M Interviews

• CBD Economic Working Group

• Local Government Working Group on Gambling

Cr Jodi Reynolds

• Refer to table

Cr Jason Modica

• Interview with Michael Di Fabrizio Mayors Office

• Red Cliffs Senior Citizens Annual General Meeting


• Sunni TAFE Innovation Announcement

Cr Troy Bailey

• Refer to table

This table represents attendances by two or more Councillors at the following functions, as advised by Councillor acceptances for such functions:

Function Attended COUNCILLOR

Arney De Pieri Eckel Healy Milne Reynolds Modica Bailey

Morning Tea with Stan Grant ✓ ✓ ✓

Anti Racism Community Yarning Circle with Stan Grant

✓ ✓

Media Event with Bonza Airline

✓ ✓ ✓

CBD Steering Committee Meeting

✓ ✓

Welcome Kim O Reilly "It's never ok' campaign riders.

✓ ✓ ✓

MRCC & Wentworth Shire Council Joint Meeting

✓ ✓ ✓ ✓ ✓

Meeting with Victorian Equal Opportunity and Human Rights Commissioner and the Chairperson of the Victorian Multicultural Commission

✓ ✓ ✓

Council Budget Presentation ✓ ✓ ✓ ✓ ✓ ✓ ✓

Confidential Council Meeting (7 April)

✓ ✓ ✓ ✓ ✓ ✓ ✓

Special Council Meeting (13 April)

✓ ✓ ✓ ✓ ✓ ✓

Mildura Rural City Council’s First Press Club Breakfast

✓ ✓ ✓ ✓ ✓

Council Forum Day 1 ✓ ✓ ✓ ✓

Council Forum Day 2 ✓ ✓ ✓ ✓ ✓


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Function Attended COUNCILLOR

Arney De Pieri Eckel Healy Milne Reynolds Modica Bailey

Ordinary Council Meeting ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓

Red Cliffs Centenary Events ✓ ✓ ✓ ✓

James Transport Mildura Ski 100 Launch

✓ ✓ ✓

NAIDOC Corrobboree ✓ ✓ ✓

Easter Power Sports in Mall ✓ ✓ ✓

SMECC Exhibit ✓ ✓

Mildura East Maps and Plans Briefing

✓ ✓ ✓ ✓ ✓

Deputy Mayor Procedural Guidance

✓ ✓

Mildura Arts Centre Exhibition Opening - Wetland & River

✓ ✓

Psyche Pumps Easter Running Day

✓ ✓

Attachments There are no attachments for this report.


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10 RESPONSES TO COUNCILLOR QUESTIONS

10.1 CR STEFANO DE PIERI ANSWER EFFICIENCY TO COMMUNITY QUESTIONS

File Number: 02/01/13 “Can we have officers outline the best way and most efficient way for our community members to get answers to their services related questions? Can we also have an indication of the time it takes to respond via the Councillors Question Time process, as opposed to contacting the organisation directly?” Further to the brief response provided by Martin Hawson CEO on this matter, it was later addressed by Chris Parham, General Manager Corporate in a formal memorandum provided to Councillors on 19 May 2022. The memorandum reads as below: At the Ordinary Council Meeting of 24 February, Cr de Pieri asked the following question: “Can we have officers outline the best way and most efficient way for our community members to get answers to their services related questions? Can we also have an indication of the time it takes to respond via the Councillors Question Time process, as opposed to contacting the organisation directly?” Service Related Questions for Community Members: For community members that have service-related questions, the most efficient way for their answers to be gained would be for the Community Member to contact the MRCC directly in one of the below methods. • • Call the Customer Support team on 5018 8100 • • Email [email protected] • • Send a Snap-Send Solve • • Drop-in to one of the Service Centres located at Madden Avenue Office, Deakin Avenue Office and the Ouyen Office. Councillors can also provide a Customer Service business card to the community member, or of course they can contact Customer Support of Executive Administration directly themselves. (Further information on this process can be found in the Appendix of this response). Of the 6,145 direct calls received to Customer Support in February of this year, 84% were able to be resolved on the first call. (Figure 1. demonstrates average resolution at time of First Call)


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Figure 1.

Currently MRCC are developing a Customer Experience Framework to explore preferred methods for the community to interface with Council and increase opportunities and experiences consistently across services. Further to this, Community questions of Council are an opportunity for the general public to submit a written question to the Ordinary Meeting and receive a response from Council during the ‘Community Questions’ Section of the Agenda. The Governance Rules, located on the MRCC website provides directions as how this can be achieved. Time it takes to respond via the Councillors Question Time process Vs Contacting the organisation directly: Executive Services have been compiling a listing of all Councillor’s questions that have been received since August 2021. In the 9 months to date, a total of 317 questions have been captured at an average of 35.2 per month. This includes questions received via email or through an Ordinary Meeting of Council. When a Councillor’s enquiry is received by email, the usual process is to pass this on to the relevant department who responds directly to the Councillor. If this matter is of “civic leadership and community representation, including acknowledgement of community groups and individuals, information arising from internal Committees, advocacy on behalf of constituents and other topics of significance”, the Councillor now has an option to provide a verbal report of this within Councillor Reports section of an Ordinary Council Meeting. This was a decision of Council in the March Ordinary Meeting.


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Diagram 1

An avenue which is relatively unique to MRCC, is that of a Councillor Questions item within the Agenda of Council Meetings. In quantifying the amount of Councillor Questions asked within a Council Meeting for the purpose of assisting in understanding the time required to process questions presenting in this way – The first quarter of the year there was an average of 11.7 questions per month with 14 in January; 11 in Feb; and 10 in March. The introduction of Councillor Question guidelines as per the Councillor’s decision came into effect in April. There was one question asked in April’s Council Meeting. Transcribing and proofing these questions commences the day after the meetings and with the former number of questions it has taken up to 6 hours to complete. These are then distributed to the relevant General Manager through their Executive Assistants for review and distribution. The questions at this point are set up in a Memo template to prepare for Councillor distribution. It is also recorded within a spreadsheet to track and ensure a response is provided. The time taken for General Managers to respond to these is very much dependant on the complexity of the request. For example, a question requesting a report or study will require significantly more resources than a question that can be answered on the night. Once a response is generated, the Memo is distributed to all Councillors, and if appropriate, a report is created to capture the response and allows it to be placed in the next appropriate Agenda. Councillors then have the opportunity to respond within the Council Meeting as to whether they are satisfied with the response. Should the Councillor not be satisfied at that point in time, the process commences again.

Diagram 2


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When comparing the Agenda Item of Council Questions to the order of business at other Victorian Council’s, very few use this item either at all or very seldom. Further to this, the list of meeting Agenda items exemplified by Local Government Victoria does not provide a separate item for Councillor Questions at all and instead provides more of a focus on Community Questions with the aim of empowering the community to have their questions responded to. In consultation with collegiate Councils on their reasons for not having a separate item for Councillor Questions, one of the main factors is due to implications on inefficiency in responding to questions and the unintended consequence of detracting from set goals arising from Councillor decisions, as well as the role of Councillor as defined in the Act:

(a) to participate in the decision making of the Council; and (b) to represent the interests of the municipal community in that decision making; and (c) to contribute to the strategic direction of the Council through the development and review of key strategic documents of the Council, including the Council Plan.

The update to Councillor Questions, as recently decided by Councillors in March, supports this through ensuring questions asked in Ordinary Meeting aligns with this definition and in turn generates the use of Council resources for outcomes that support the strategic direction of Council.

11 QUESTIONS FROM COUNCILLORS

12 NOTICES OF MOTION


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12.1 NOTICE OF MOTION – HOUSING CRISIS

Councillor: Helen Healy File No: 02/01/06

1. Background Article 25 of the United Nations Declaration of Human Rights declares that:

1. Everyone has the right to a standard of living adequate for health and well-being,including food, clothing, housing and medical care and necessary social services,and the right to security in the event of unemployment, sickness, disability,widowhood, old age or other lack of livelihood in circumstances beyond theircontrol;

Here in the MRCC region we are currently failing our community on this basic human right. We’ve heard stories about pensioners sleeping in their cars, Domestic Violence Victim Survivors having to stay with their abusers or spend their savings on motels, long time families having to leave their communities because of a lack of affordable rentals. We should also note that this is a gendered issue with women being disproportionately affected. Additionally, Mildura along with the entire country, is experiencing a housing affordability crisis with house prices having gone up at the fastest rate in history in the past 18 months, preventing equitable access to owning a home. Tax incentives have turned the great Australian Dream of owning a house into a wealth building strategy with more and more people unable to enter the housing market and more and more people owning many more residential properties than just their own home. Rental prices have soared over 20% and this will not abate as the rental crisis deepens. And as we well know, in Mildura house prices have also soared making it almost impossible for low-income earners to enter the market. We are only as strong as our weakest link and the current Financial Stress Map Victoria statistics, reveal that in the Mallee the percentage of renters in stress is 25.4 and the percentage of mortgagees in stress is 38.2. (Source: https://everybodyshome.com.au/financial-stress-map-victoria/) Recently the House of Representatives Standing Committee on Tax and Revenue - The Australian Dream: Inquiry into housing affordability and supply in Australia failed to come up with a solution and Financial Journalist, Alan Kohler, remarked that ‘the Australian dream is that a group of politicians might be capable of doing something useful about housing affordability.’ This crisis is not just contained to our region, with many Local Governments across Australia experiencing similar issues that have led them to declaring a Housing Crisis. The causes are many and varied, but if we are to be a vibrant region, then we need to ensure we have a mix of housing and equitable access, to cater for all in our community. Housing security is correlated to health and emotional well-being, employment prospects and economic opportunity. The Housing Crisis is not going to abate in the short term and as a council we need to act immediately.


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2. Attachments Not Applicable 3. Motion I move that Mildura Rural City Council declares a Housing Crisis in respect to housing availability and affordability and social housing and recommend that Council: a) write to the Federal Government; i. to assist, particularly regional communities, to find a balanced approach to short- and long-term rentals; ii. Lobby regarding taxation reform and housing affordability; b) make a commitment to the Everybody’s Home Campaign; c) seek collaborative partnerships with our fellow neighbouring Councils to address this issue; d) request that a report be presented to Council with the required actions necessary to mitigate the worst impacts of this housing crisis;


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12.2 NOTICE OF MOTION – FINANCIAL ASSISTANCE GRANTS

Councillor: Jason Modica File No: 02/01/06 1. Background Local government nationally employs about 194,000 Australians. It also owns and manages non-financial assets with an estimated written down value of $457 billion (2018-19), raises around 3.4% of Australia’s total taxation revenue per annum and has an annual operational expenditure of around $39 billion (2018-19), just under 6% of total public sector spending. Nationally, local government derives nearly 90% of its revenue from its own sources, compared to around 50% for state governments. Grants from other levels of government make up just over 10% of local government’s total revenue, however these grants are particularly important in areas with a low-rate base, and/or high growth rate, and rapidly expanding service, asset renewal and infrastructure needs. Despite an annual growth rate in Australia’s gross domestic product of an average of 3.47% from 1960 until 2017, and growth in population of six million people since 1996, Financial Assistance Grants have declined by around 43% in relative terms, and now amount to approximately 0.55% of Commonwealth Taxation Revenue. To give context to local government’s infrastructure role, local government owns and manages 80 per cent of the nation’s road network by length – almost every trip begins and ends on a local government road. It also owns and manages around $212 billion worth of physical assets. Whereas local government’s traditional focus has been on essential infrastructure and municipal services, the past 50 years has seen a huge rise in the size, scope, and role of local government. In addition to providing infrastructure, local government has become increasingly involved in delivering people services. It now delivers more than 150 services. Council employees are drawn from around 400 professions including engineers, town planners, aged care workers, rangers, building surveyors, librarians, youth workers, social workers, waste collectors and many more, all working for their local community. Only 3% of Australia’s total taxation revenue is raised by local government, from that 3% local Councils supply over 23% of the nation’s services. It is estimated 260 taxes are collected nationally; local government collects one tax – the rates levied on property. This equates to between 1.3 and 1.9 per cent of household income, or an average of $1645 per household per year. Over the last decade, local government has consistently raised more than 80 per cent of its total revenue from its own sources. Local councils spend around $25 billion, or 6 per cent of total public sector expenditure each year, providing an increasingly broad range of infrastructure, economic and community services to residents. With around 20% of local government expenditure being spent on maintaining depreciating assets – compared with less than 6% for the states and less than 2% for the Commonwealth – its important adequate funding is provided by the Commonwealth ensuring councils are allocated a fair share of broad tax revenue for the provision of important local services and infrastructure.


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Financial Assistance Grant program 2022–23 In the 2022-23 Budget, the Australian Government brought forward ($2.113 billion) of the Federal Assistance Grant program 2022–23 estimate for payment in 2021–22. This $2.113 billion will be paid to states and territories as soon as possible. Below is an example of the pressures capped or frozen indexation of Federal Assistance Grants exerted on Councils. MRCC did not receive $18million in Federal Assistance Grants when they were capped from 2013 to 2019. MRCC’s Stage 1 of the Riverfront Development Completed in 2017 had a budget of $19 million. The importance of Federal Assistance Grants to all councils is fundamental in asset renewal and new projects. The Australian Local Governments Association (ALGA) pointed out the Federal Governments own estimates which said its 2014 budget move to freeze FAGs indexation cost local communities $600million worth of services and infrastructure over three years, with the biggest impact being felt in rural, regional, and remote Australia. Fossil Fuel Companies Comparison Fossil fuel subsidies cost Australians a staggering $10.3 billion in FY 2020-21 with one Commonwealth tax break alone ($7.84 billion) exceeding the $7.82 billion spent on the Australian Army, according to research released today by The Australia Institute (Fossil fuel subsidies (australiainstitute.org.au). In fact, $10.3 billion in Government subsidies means that in 2020, every minute of every day $19,686 was effectively given to coal, oil and gas companies and major users of fossil fuels. Appendix: MAV State Council Meeting Motions Motions submitted by Councils to the MAV State Council Meeting are debated, and if adopted, acted upon by the MAV on behalf of Victorian local government sector. State-wide support will help strengthen the public profile of endorsed issues and advance advocacy of the issues with other levels of government. The following motions have been identified as potential issues of state-wide significance. Table 1: Proposed MAV State Council motions

Title Motion Rational Federal Assistance Grants

That MAV call on the the new Federal Government and Victorian State Governments to commit to sustainability of Councils through the restoration of Federal Assistance Grants Programme at 1% of Commonwealth Taxation Revenue

This motion aligns with MAV’s Strategic Objective contained in Theme 1 being that MAV will “Undertake advocacy to protect the integrity of councils’ rates base and financial position from unfair and unfunded decisions by State and Federal government”

Nationally, local government derives nearly 90% of its revenue from its own sources, compared to around 50 % for state governments. Grants from other levels of government make up just over 10% of local


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government’s total revenue, however these grants are particularly important in areas with a low-rate base, and/or high growth rate, and rapidly expanding service, asset renewal and infrastructure needs. Despite an annual growth rate in Australia’s gross domestic product of an average of 3.47% from 1960 until 2017, and growth in population of six million people since 1996, Financial Assistance Grants have declined by around 43% in relative terms, and now amount to approximately 0.55% of Commonwealth Taxation Revenue.

The Australian Local Governments Association (ALGA) pointed out the Federal Governments own estimates which said its 2014 budget move to freeze FAGs indexation cost local communities $600million worth of services and infrastructure over three years, with the biggest impact being felt in rural, regional, and remote Australia. The importance of Federal Assistance Grants is fundamental to the sustainability of all Councils and vitally important to regional Councils like MRCC.

2. Attachments Not Applicable


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3. Motion

I move that Mildura Rural City Council:

1. write to the Prime Minister, Leader of the Opposition and Member for

Mallee, requesting that the Federal Government:

i) preserve Financial Assistance Grants as the major source of

Federal Funding to Local Government; and

ii) strengthen the business case to support calls to restore Federal

Assistance Grants to 1 %; and

iii) restore the Federal Assistance Grants funding lost in the 2014-15

indexation freeze as the first phase in restoring Federal

Assistance Grants funding levels;

2. endorses the motion for submission to the June 2022 Municipal

Association of Victoria’s (MAV) State Council Meeting as per Table 1 of this

report and submits it to MAV by Friday 27th May, 2022; and

3. writes to the peak bodies (ALGA, MAV, VLGA and other state peak bodies)

advocating to increase the Australian Government’s recognition of Local

Government as a trusted partner by:

a. encouraging councils to acknowledge the value of Financial

Assistance Grants; and

b. supporting state and territory associations to engage councils in a

united campaign to achieve 1% for Federal Assistance Grants.


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12.3 NOTICE OF MOTION – MURRAY BASIN RAIL PROJECT

Councillor: Glenn Milne File No: 02/01/06 1.Background The Murray Basin Rail Project. The Murray

1.Background The Murray Basin Rail Project. The Murray

1. Background The Murray Basin Rail Project. The Murray Basin Rail Project is a $440 Million (funded equally by the Victorian and Federal Governments), is a five part project that was scheduled to be completed by 2018.Currently an additional $244 Million of funding has been allocated, $195.2 Million of these funds are from the Federal Government. These funds are assigned to completing stage 2 and some maintenance works within the catchment. Victorian Auditor General’s Report In March 2020 the Victorian Auditor General tabled their report into the project. The report can be accessed here: https://www.audit.vic.gov.au/report/freight-outcomes-regional-rail-upgrades

Due to the status of the MBRP.

• The Freight capacity has decreased from the region.

• The region is increasingly reliant on High Productivity Freight Vehicles.

• The region has a mix of broard and stand rail guagess.

• Transit times by rail have increased.

• Rail Freight has been lost to road.

• The Road Network is degrading.

Murray Basin Rail Project (MBRP) Briefing Paper The Rail Freight Alliance (RFA) considers there are two clear objectives to ensure the success of the MBRP and future freight movements in Victoria.

1. Ensure the completion of the Murray Basin Rail Project to the Andrews

Government’s original scope

2. Ensure the Victoria Rail Freight Network remain in State ownership and control.

Background The Andrew’s Government announced their commitment to the Murray Basin Rail Project and development of a fully costed and scoped business case to achieve 80kmph & 21 TAL across the Network on the 17th of February 2015.

• The Victorian Government submitted their project to the Commonwealth Government

and were granted $220 Million to fund 50% of the project in April 2016.

• The MBRP was to

❖ standardise 1130 kilometres of the Western Victorian Rail Network;

❖ increase speeds to 80 km/h;

❖ increase Train Axle Loading (TAL) to 21 ton;

❖ increase efficiency by 15%; and

❖ increase the volume of grain transported by up to 500,000 tonnes per annum.

• The MBRP was to drive economic growth, create jobs and provide a major boost to

the transport industry, agricultural sector and regional communities.


Page 26

• The project was heralded as supporting freight mode shift from road to rail, removing

around 20,000 truck trips from our roads to the ports and improving safety for

Victorian communities.

• The MBRP was to be completed by the end of 2018.

Project MBRP Stages Stage 1 Sleeper replacement (complete). Stage 2 Convert to standard gauge and upgrade works; Mildura to Dunolly, Murrayville to

Ouyen, Maryborough to Ararat (Incomplete) Stage 3 Maryborough Ballarat (Not commenced) Stage 4 Ballarat Geelong (Not Commenced) Stage 5 Convert to standard gauge; Sea Lake/Manangatang (Not Commenced) Current Status

• Currently, stage 2 of the project is incomplete with automated signalling on the Ararat

interchange yet to be commissioned.

• Freight Trains from Merbein are travelling an additional extra 130km via Ararat to get

to Geelong/Melbourne.

• In June 2019, Minister Allan announced that the MBRP was out of funds and that she

would negotiate further funding with the Federal Government.

• As part of these negotiations it is rumoured that the standard gauge freight network in

Victoria could be leased to the Federal Government.

• Some sections of the completed works only allow trains to run at 25 km/h and

40km/h.

• Ararat to Maryborough had new ballast and concrete sleepers installed but re-railed

with light-weight rail from the 1900’s.

• In February 2020, the Victorian Auditor General has completed an investigation into

the MBRP a copy of the report can be accessed here: -

• https://www.audit.vic.gov.au/report/freight-outcomes-regional-rail-upgrades

• In February 2021 the Federal Government committed a further $195.2 Million and

offered $5 Million for planning for full standardisation (to be matched by Victoria).

The Victorian contribution to the project is $48.8 Million.

• Works Identified (NB. These works will reduce transit times from Mildura to

Melbourne by 30 minutes)

Rerail Maryborough to Ararat Reinstate sidings removed during Stage 2. Sleeper maintenance within the MBRP catchment. Replace some passing loops removed some years ago.

• In March 2020 Minister Allan stated that any further works on this project will be a

matter for another government.

Travel times

Location Trucks Pre MBRP-Trains Current Trains

Manangatang to Geelong and on to Melbourne

4 Hours and 30 minutes

10 Hours 13 Hours 30 minutes

Sea Lake to Geelong and on to Melbourne

3 hours and 50 minutes


12 Hours

Merbein (Near Mildura) to Geelong 6 Hours and 15 minutes


15 Hours

Merbein to Appleton Dock (Port of Melbourne)

6 Hours 12 Hours and 30 minutes


https://www.audit.vic.gov.au/report/freight-outcomes-regional-rail-upgrades


Page 27

Currently the MBRP project has decreased freight capacity from this region. RFA Industry forum informs us more of the freight task is being delivered by road and that freight costs from the region have increased as a consequence of the current state of the MBRP. Solution What is needed to fix the MBRP

• Complete the MBRP to the Andrews Government original scope. (This will include

some remediation of completed works)

• Standardise the Maryborough to Ballarat Line (Stage 3) and run a dedicated

standardised passenger service.

• Reinstate stabling areas

• Reinstate crossing loops.

• Upgrade the Maroona to Portland Line to 23 TAL.

• Install a 1300m crossing loop between Maryborough to Ararat to allow longer trains to

use cross.

To achieve the original scope, some parts of the completed works will need to be remedied. What will not fix the MBRP Stage 3 (proposed dual gauging)

• If dual gauging is to occur, it will be a substandard result for both freight and passenger rail, as speeds will be reduced to no more than 80km/h.

• It is more expensive to build and maintain. Dual gauging creates an opportunity of stopping the project at this stage which could allow Government to walk away from the MBRP, resulting in a diminished and more expensive rail freight network, to operate, and doesn’t achieve the original MBRP commitments. Leaving some stages as broad gauge All stages of the project must be converted to standard gauge, if some sections are not standardised, this would create areas being isolated within the catchment. As the current broad-gauge rolling stock is aging and operators would be reluctant to upgrade in a smaller market, resulting in users of this system paying a premium for a lessor service or moving to road transport. ARTC leasing the MBRP Network The RFA believes that the Victorian Government must retain ownership and control of the State Rail Freight Network. State ownership will ensure the Victorian Government will be able to effectively, efficiently and responsively manage its freight task. History has shown when track is leased the question of who will pay for the upgrade and maintenance of the lines remains debated between both governments of the day. The Victorian example is: Maroona to Portland

• The Maroona to Portland section of line is an important part of the Victorian Rail

Freight Network as Portland is the best deep-sea Port in Victoria.

• The Port of Portland is now able to connect to part of the MBRP, however is not

efficiently supported with a 19 TAL.

• In 1999 the Victorian Government leased the Maroona to Portland Line to the

Australian Rail Track Corporation (ARTC).

• In 2009 the line was negotiated from a 15-year lease to a 60-year as part of the lease

of the interstate network. ARTC has shown no interest in developing business on it.

• This section of line was not included in the original MBRP scope by GHD, due to it

not being in the Victorian Government’s control.


Page 28

• RFA has continued to advocate for an increased TAL to both the Victorian and

Federal Governments.

• This section of line is the example of why the Victorian Government must own and

control State Rail Freight Lines.

• The question of who will pay for the upgrade of this line remains debated between

both governments to this day.

The RFA believes that the ARTC play an important role on interstate lines, however rail lines within Victoria must remain in State ownership. Rail Freight will play a greater role as Victoria’s freight task continues to grow and will be an important part of an integrated Victorian Freight Network.

Appendix: DRAFT of Letter to Opposition Leader

Murray Basin Rail Project Premier Level 1, 1 Treasury Place, East Melbourne, Victoria 3002

Murray Basin Rail Project Dear Premier The Mildura Rural City Council Community is extremely concerned with the status of the Murray Basin Rail Project. Counter to the many Government Media Releases the project has fallen far short of its original promise. Works are ongoing on Stage 2 of a 5-Stage project that was to be completed in 2018. Our Council believes that the outcomes of this project affect all Victorians as the freight task in Victoria touches everyone. The last 2 years have demonstrated the importance of supply chains and the impact they have on all Victorians. This project will reduce emissions and congestion, increase community amenity, and reduce living cost for all Victorians as fuel prices increase. The project will also increase road safety, reduce wear of road surfaces as well as ensure the availability of large scale freight movements while lowering road freight movements on the Melbourne metro road network. Mildura Rural City Council resolved at our May 26th Meeting : “That Mayor Liam Wood, representing Mildura Rural City Council, writes to Premier Daniel Andrews expressing concern over the Murray Basin Rail Project and request that the Premier honour his government’s commitment to complete the Murray Basin Rail Project to its original scope. “ Mildura Rural City Council respectfully requests that your government honour your 2015 commitment to complete the Murray Basin Rail Project to its original scope.



Page 29

3. Motion

That Mayor Liam Wood, representing Mildura Rural City Council, writes to Premier Daniel Andrews expressing concern over the Murray Basin Rail Projectand request that the Premier honour his government’s commitment to complete the Murray Basin Rail Project to its original scope.


Page 30

12.4 NOTICE OF MOTION – MURRAY BASIN RAIL PROJECT

Councillor: Glenn Milne File No: 02/01/06

7. Background The Murray Basin Rail Project is a $440 Million (funded equally by the Victorian and Federal Governments), is a five part project that was scheduled to be completed by 2018. Currently an additional $244 Million of funding has been allocated, $195.2 Million of these funds are from the Federal Government. These funds are are assigned to completing stage 2 and some maintenance works within the catchment. Victorian Auditor General’s Report In March 2020 the Victorian Audior General tabled their report into the project. The report can be accessed here:- https://www.audit.vic.gov.au/report/freight-outcomes-regional-rail-upgrades Due to the status of the MBRP.

• The Freight capacity has decreased from the region.

• The region is increasingly reliant on High Productivity Freight Vehicles.

• The region has a mix of broard and stand rail guagess.

• Transit times by rail have increased.

• Rail Freight has been lost to road.

• The Road Network is degrading.

Murray Basin Rail Project (MBRP) Briefing Paper The Rail Freight Alliance (RFA) considers there are two clear objectives to ensure the success of the MBRP and future freight movements in Victoria.

3. Ensure the completion of the Murray Basin Rail Project to the Andrews Government’s original scope

4. Ensure the Victoria Rail Freight Network remain in State ownership and control.

Background The Andrew’s Government announced their commitment to the Murray Basin Rail Project and development of a fully costed and scoped business case to achieve 80kmph & 21 TAL across the Network on the 17th of February 2015.

• The Victorian Government submitted their project to the Commonwealth Government and were

granted $220 Million to fund 50% of the project in April 2016.

• The MBRP was to

❖ standardise 1130 kilometres of the Western Victorian Rail Network;

❖ increase speeds to 80 km/h;

❖ increase Train Axle Loading (TAL) to 21 ton;

❖ increase efficiency by 15%; and

❖ increase the volume of grain transported by up to 500,000 tonnes per annum.

• The MBRP was to drive economic growth, create jobs and provide a major boost to the transport

industry, agricultural sector and regional communities.

• The project was heralded as supporting freight mode shift from road to rail, removing around 20,000

truck trips from our roads to the ports and improving safety for Victorian communities.

• The MBRP was to be completed by the end of 2018.



Page 31

Project MBRP Stages Stage 1 Sleeper replacement (complete). Stage 2 Convert to standard gauge and upgrade works; Mildura to Dunolly, Murrayville to Ouyen,

Maryborough to Ararat (Incomplete) Stage 3 Maryborough Ballarat (Not commenced) Stage 4 Ballarat Geelong (Not Commenced) Stage 5 Convert to standard gauge; Sea Lake/Manangatang (Not Commenced) Current Status

• Currently, stage 2 of the project is incomplete with automated signalling on the Ararat interchange

yet to be commissioned.

• Freight Trains from Merbein are travelling an additional extra 130km via Ararat to get to

Geelong/Melbourne.

• In June 2019, Minister Allan announced that the MBRP was out of funds and that she would

negotiate further funding with the Federal Government.

• As part of these negotiations it is rumoured that the standard gauge freight network in Victoria could

be leased to the Federal Government.

• Some sections of the completed works only allow trains to run at 25 km/h and 40km/h.

• Ararat to Maryborough had new ballast and concrete sleepers installed but re-railed with light-weight

rail from the 1900’s.

• In February 2020, the Victorian Auditor General has completed an investigation into the MBRP a

copy of the report can be accessed here: -

• https://www.audit.vic.gov.au/report/freight-outcomes-regional-rail-upgrades

• In February 2021 the Federal Government committed a further $195.2 Million and offered $5 Million

for planning for full standardisation (to be matched by Victoria). The Victorian contribution to the

project is $48.8 Million.

• Works Identified (NB. These works will reduce transit times from Mildura to Melbourne by 30

minutes)

Rerail Maryborough to Ararat Reinstate sidings removed during Stage 2. Sleeper maintenance within the MBRP catchment. Replace some passing loops removed some years ago.

• In March 2020 Minister Allan stated that any further works on this project will be a matter for another

government.

Travel times

Location Trucks Pre MBRP-Trains Current Trains

Manangatang to Geelong and on to Melbourne


10 Hours 13 Hours 30 minutes

Sea Lake to Geelong and on to Melbourne



12 Hours

Merbein (Near Mildura) to Geelong 6 Hours and 15 minutes


15 Hours

Merbein to Appleton Dock (Port of Melbourne)

6 Hours 12 Hours and 30 minutes


Currently the MBRP project has decreased freight capacity from this region. RFA Industry forum informs us more of the freight task is being delivered by road and that freight costs from the region have increased as a consequence of the current state of the MBRP.



Page 32

Solution What is needed to fix the MBRP

• Complete the MBRP to the Andrews Government original scope. (This will include some remediation

of completed works)

• Standardise the Maryborough to Ballarat Line (Stage 3) and run a dedicated standardised passenger

service.

• Reinstate stabling areas

• Reinstate crossing loops.

• Upgrade the Maroona to Portland Line to 23 TAL.

• Install a 1300m crossing loop between Maryborough to Ararat to allow longer trains to use cross.

To achieve the original scope, some parts of the completed works will need to be remedied. What will not fix the MBRP Stage 3 (proposed dual gauging)

• If dual gauging is to occur, it will be a substandard result for both freight and passenger rail, as speeds will be reduced to no more than 80km/h.

• It is more expensive to build and maintain. Dual gauging creates an opportunity of stopping the project at this stage which could allow Government to walk away from the MBRP, resulting in a diminished and more expensive rail freight network, to operate, and doesn’t achieve the original MBRP commitments. Leaving some stages as broad gauge All stages of the project must be converted to standard gauge, if some sections are not standardised, this would create areas being isolated within the catchment. As the current broad-gauge rolling stock is aging and operators would be reluctant to upgrade in a smaller market, resulting in users of this system paying a premium for a lessor service or moving to road transport. ARTC leasing the MBRP Network The RFA believes that the Victorian Government must retain ownership and control of the State Rail Freight Network. State ownership will ensure the Victorian Government will be able to effectively, efficiently and responsively manage its freight task. History has shown when track is leased the question of who will pay for the upgrade and maintenance of the lines remains debated between both governments of the day. The Victorian example is: Maroona to Portland

• The Maroona to Portland section of line is an important part of the Victorian Rail Freight Network as

Portland is the best deep-sea Port in Victoria.

• The Port of Portland is now able to connect to part of the MBRP, however is not efficiently supported

with a 19 TAL.

• In 1999 the Victorian Government leased the Maroona to Portland Line to the Australian Rail Track

Corporation (ARTC).

• In 2009 the line was negotiated from a 15-year lease to a 60-year as part of the lease of the

interstate network. ARTC has shown no interest in developing business on it.

• This section of line was not included in the original MBRP scope by GHD, due to it not being in the

Victorian Government’s control.

• RFA has continued to advocate for an increased TAL to both the Victorian and Federal

Governments.

• This section of line is the example of why the Victorian Government must own and control State Rail

Freight Lines.

• The question of who will pay for the upgrade of this line remains debated between both governments

to this day.


Page 33

The RFA believes that the ARTC play an important role on interstate lines, however rail lines within Victoria must remain in State ownership. Rail Freight will play a greater role as Victoria’s freight task continues to grow and will be an important part of an integrated Victorian Freight Network.

Appendix: DRAFT of Letter to Opposition Leader

Murray Basin Rail Project Dear Matthew The Mildura Rural City Council Community is extremely concerned with the status of the Murray Basin Rail Project. Counter to the many Government Media Releases the project has fallen far short of its original promise. Works are ongoing on Stage 2 of a 5-Stage project that was to be completed in 2018. Our Council believes that the outcomes of this project affect all Victorians as the freight task in Victoria touches everyone. The last 2 years have demonstrated the importance of supply chains and the impact they have on all Victorians. This project will reduce emissions and congestion, increase community amenity, and reduce living cost for all Victorians as fuel prices increase. The project will also increase road safety, reduce wear of road surfaces as well as ensure the availability of large scale freight movements while lowering road freight movements on the Melbourne metro road network. Mildura Rural City Council calls on the Liberal National Coalition to commit to the completion of the Murray Basin Rail Project to its original scope.



Page 34

3. Motion

That Mayor Liam Wood, representing Mildura Rural City Council, writes to Opposition Leader, Matthew Guy, expressing concern over the Murray Basin Rail Project and request that the Opposition commit to complete the Murray Basin Rail Project to its original scope should they win the next election.


Page 35

13 PETITIONS, JOINT LETTERS AND DEPUTATIONS

Nil

14 MANAGEMENT REPORTS


Page 36

14.1 COUNCILLORS EXPENSES REPORT 1 JANUARY 2022 - 31 MARCH 2022

File Number: C-18154 02/01/06 Officer: Acting Chief Executive Officer 1. Summary

In keeping with Council’s Council Expenses Policy CP012, Councillor expenses are reported quarterly to an Ordinary Meeting of Council. Accordingly, this report presents Councillor Expenses for the period 1 January 2022 – 31 March 2022.

2. Recommendation

That Council note the contents of this report, which details Councillor Expenses for the period 1 January 2022 – 31 March 2022.

3. Background

This report has been prepared in accordance with the Council Expenses Policy CP012.

4. Consultation Proposed/Undertaken Councillors have been provided with a summary report on their expenses on a monthly basis.

5. Discussion Summarised in the document attached are figures for allowances and expenses for the Mayor and Councillors for the period 1 January 2022 – 31 March 2022.

6. Time Frame The report presents Councillor Expenses for the period 1 January 2022 – 31 March 2022.

7. Strategic Plan Links This report relates to the Council Plan 2021-2025 in the Strategic Direction: Leadership Outcome to be achieved:

• A financially sustainable organisation

8. Asset Management Policy/Plan Alignment There are no asset management implications associated with this report.

9. Implications


Page 37

Policy This report aligns with the Council Expenses Policy CP012. Legal/Statutory There are no legal/statutory requirements associated with this report. Financial Financial costs are in accordance with Council’s 2021/2022 Operational Budget. Environmental There are no environmental impacts associated with this report. Social There are no social impacts associated with this report. Economic There are no economic impacts associated with this report.

10. Risk Assessment By adopting the recommendation, Council will not be exposed to any significant risk.

11. Conflicts of Interest

No conflicts of interest were declared during the preparation of this report. Attachments 1⇩ Councillors Expenses 1 January 2022-31 March 2022


Item 14.1 - Attachment 1 Page 38

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Page 39

14.2 RECREATION ASSISTANCE GRANT PROGRAM 2022-23 - RECOMMENDATIONS FOR FUNDING

File Number: C-18212 16/02/01 Officer: Acting General Manager Community 1. Summary

The purpose of this report is to consider recommendations for funding through the Recreation Assistance Grants Program 2022-23.

2. Recommendation That Council approve the following grant applications totalling $196,938.33 (GST Exclusive) for funding through the Recreation Assistance Grant Program 2022-23 as presented in the tables below:

Club Support Program

Applicant Description Recommended Funding

Mildura West Cricket Club

Purchase of Frog Box Video Imaging and new Cricket Pitch Covers $3,000.00

Badminton Mildura Development of a website for Badminton Mildura

$1,800.00

Eagles Baseball Mildura Inc

Purchase of grounds maintenance equipment

$2,700.00

Red Cliffs Lawn Tennis Club

Purchase of a ride on lawn mower for ground maintenance

$3,000.00

Mildura 4WD Club Purchase of safety equipment $1,382.00

Sunraysia Volleyball Inc To run an Umpire training and accreditation course in Mildura

$750.00

Mildura Art Group Purchase of easels for Community Art Workshops

$780.00

Wanderers Baseball Club Inc

Purchase of new Men’s and Junior Uniforms

$3,000.00

Waratahs Hockey Club Provide Umpire and Tech Bench development program in Mildura

$3,000.00

Sub-Total $19,411.00

Recreation Planning Grant


Sacred Heart & St Andrews Tennis Club

Plans developed for the upgrade of the Sacred Heart St Andrews Tennis Complex synthetic surface and lighting

$13,000.00

Red Cliffs Football Netball Club

Prepare construction plans for the extension of the Red Cliffs Football Netball Club clubrooms

$13,000.00



Page 40

Minor Facilities Upgrade Grant


Red Cliffs Golf Club Installation of new ceiling in clubhouse and replastering of the buggy room

$10,253.00

Nichols Point Cricket Club

Extension of the ground to accommodate the two new wickets

$11,273.33

Underbool Recreation Reserve

To upgrade lighting on oval from 4 halogen lights to 6 LED lights

$15,000.00

Merbein Golf Club Installation of air conditioning and ventilation at the Merbein Golf Club Clubhouse

$15,000.00


Major Facilities Upgrade Grant


Mildura West Cricket Club

The construction of two new training nets at John Hall Oval, Old Aerodrome Sporting Complex

$50,000.00

Sunraysia Hockey Association (To be funded subject to successful outcome of Sustainability Victoria grant)

Upgrade the current metal halide lights at the hockey pitch to LED lights

$50,000.00

Sub-Total $100,000.00

3. Background

Mildura Rural City Council’s (Council) Recreation Assistance Grant Program is designed to provide financial assistance to local sport and recreation groups to develop their facilities and develop the programs and opportunities they offer to the community to support participation. Each financial year, $230,000 of funding is allocated through council’s operational budget for the grants program. This round of the grants is the first of the revised Recreation Assistance Grant Program. The Recreation Assistance Grant Program is an annual grant round comprised of the following four funding streams:

• Club Support Grant – funding up to $3,000 per application

• Recreation Planning Grant – funding up to $13,000 per application

• Minor Facility Upgrade Grant – funding up to $15,000 per application

• Major Facility Upgrade Grant – funding up to $50,000 per application. Funding through this round is for projects being held or undertaken between 1 July 2022 and 30 June 2023.


Page 41

4. Consultation Proposed/Undertaken The community and relevant groups were notified about the program through the following communication methods:

• Media releases

• Council’s website

• Social Media (Facebook)

• Local radio and newspaper advertising

• Council staff networks.

Grants Information Sessions were also offered to interested community groups. Potential applicants were encouraged to discuss their project with council’s Recreation Officer prior to submitting an application and assistance was available upon request throughout the grant application period.

5. Discussion A total of 21 applications were received for this round, with a total value of $217,470.68 (GST exclusive) requested by applicants from council. A pre-eligibility check of all applications was undertaken prior to the compliant applications being formally assessed by the selected grants assessment panel (assessment panel). The purpose of the pre-eligibility check is to check that applicants and their projects (or events) meet the basic eligibility criteria as outlined in the grant program’s guidelines. This check identified that one application was not eligible for funding in this round. The assessment panel for the Club Support Grant and the Minor Facility Upgrade Grant was made up of the following council officers:

• Project Support Officer

• Administration Officer Facility Services

• Customer Service Officer.

The assessment panel for the Recreation Planning Grant and was made up of the following council officers:

• Recreation Officer

• Administration Officer Facility Services

• Customer Service Officer. The assessment panel for the Major Facility Upgrade Grant was made up of the following council officers:

• Recreation Development Coordinator

• Capital Works Program Coordinator

• Recreation Officer. Compliant applications were individually scored by the panel against the selection criteria as outlined in the grant program guidelines (copy attached to this report) and then ranked according to the panel’s combined total scores.


Page 42

Applications are required to score 50% or more of the total score available to be recommended for funding (Grants Policy CP021). Two applications did not achieve the required score. A further application was withdrawn following discussion with the applicant. Recommendations for funding were made based on a combination of both the available budget and the application’s overall assessment score and were presented to the Portfolio Councillor for Recreation and Events and Acting General Manager Community at a meeting held 2 May 2022. As a result of this process all eligible applications are being recommended for funding. The Recreation Grants program was previously offered twice per year. A 2021 review of the Recreation Grant Program Policy recommended that the Recreation Grants program become an annual program with one round per year. This revised Policy was adopted by Council in October 2021. This round of grants is the first of the revised Annual Recreation Assistance Grant Program.

6. Time Frame Applications for the current grant round opened on Monday, 7 February and closed on Monday, 21 March 2022. Subject to approval by Council, applicants will be notified in June 2022. All grants are to be spent within 12 months of receiving the funds.

7. Strategic Plan Links This briefing note relates to the Council Plan 2021-2025 in the themes: Community Goal to be achieved:

• Health and wellbeing is promoted for everyone that lives, learns, works and plays in our community.

Place Goals to be achieved:

• Diverse open spaces and public facilities that are well-connected, accessible, resilient and promote active healthy lifestyles; and

• Sustainable infrastructure that meets the current and future community needs.

8. Asset Management Policy/Plan Alignment If applying for funding to undertake a construction project, applicants were required to supply evidence of the relevant land owner’s consent to carry out such works. All approved projects will need to meet Asset Management plans and policies.


Page 43

9. Implications Policy The Recreation Assistance Grants Program aligns with council’s Grants Policy CP021 and its associated guidelines along with the Recreation Assistance Grant Program Policy CP075. Legal/Statutory This report complies with Disclosure of Conflict of Interest Section 130 – Local Government Act (2020). Financial The Recreation Assistance Grants Program is within council’s operational budget financial year 2022 - 2023.

Environmental Two of the projects have identified environmental benefits through retrofitting of existing infrastructure. Social Provision of Recreation Assistance Grants Program recognises the importance of sport and recreation in fostering social and community engagement, development of strong and resilient communities and the general health and well-being of communities and individuals. Two projects will support increased participation of females. Economic Council’s Recreation Assistance Grants Program funding for this round, in partnership with recipient group contributions will result in more than $500,000 being contributed to the local sport and recreation community.

10. Risk Assessment By adopting the recommendation, Council will be exposed to the following risks:

Risks Controls Residual

Risk

Inappropriate use of Council funding

Successful applicants will be required to complete reporting and evaluation forms detailing expenditure and providing all receipts for monies spent after projects are completed.

Low


The Recreation Officer who provided relevant information and assistance to applicants during the application process was not involved in the assessment process.

Attachments 1⇩ Recreation Assistance Grants Guidelines 2022 - 2023



Recreation

Assistance Grant

Program

Guidelines 2022-23



2

Introduction The Mildura Rural City Council Recreation grants provides $229,000 annually to assist recreation

groups to undertake projects that encourage leisure initiatives to increase participation in sport and

recreation activities or increase access to a diverse range of quality sporting and recreation facilities

and programs.

You are required to read the guidelines and discuss your project idea with us before starting an

application.

Applications must be submitted online via our grants portal www.mrcc.smartygrants.com.au.

For more information or to discuss your application please contact us on 03 5018 8100 or email

[email protected]

Who can apply? To be eligible to apply for a Recreation grant you must:

Be a not-for-profit organisation/group and Incorporated Body (or be auspiced by one).

Have Public Liability Insurance to the minimum of $10 million.

Be based within the Mildura Rural City Council Local Government Area and/or provide

services and programs within these boundaries (or propose to).

Funding Programs

Participation Planning Infrastructure

Grant Stream

Club Support Grant Recreation Planning Grant

Minor Facility Upgrade Grant

Major Facility Upgrade Grant

How much can I apply for?

Up to $3,000 Up to $13,000 Up to $15,000 $15,001 - $50,000

Funding Ratio

Minimum 2 : 1 ($2.00 Council - $1.00 Applicant)

Critical Dates

Grants Open February – Major Facility Upgrade is open all year.

Grants Close March (6 weeks)

Grants Assessment April – May

Grant Outcome June

Grant payment (if applicable) July

Allocated Council funding for this program.

$15,000.00

$39,000.00

$75,000.00

$100,000.00 Maximum 2 projects

Depending on demand for each funding stream Council has the discretion to re-allocate funds between each stream.



3

Club Support Grant Objective Through this program we aim to fund projects or programs that are targeted at increasing participation in sport and recreation. Potential projects

Projects that provide support to new and developing sporting competitions.

Projects that have not been tried before (i.e. a modified program to attract more members).

A program that targets a specific population group.

Purchase of modified equipment.

The purchase of safety equipment.

Purchase of new grounds maintenance equipment.

Changes required to introduce healthy eating choices at clubs (not for the purchase of food/drinks etc.).

Changes required to support the introduction of a smoke free environment at clubs and facilities.

Documentation to be provided

A copy of your current Public Liability Insurance Certificate (minimum $10 million).

Quotes to demonstrate the cost of the project/program: o 1 quote for projects/programs less than or equal to $4,999 o 2 quotes for project/programs more than $5,000

What will not be funded?

Re-current or ongoing funding from Council is needed.

Your project is eligible for funding under another government or statutory body.

The request for funding is for a maintenance project, club administration costs, repair of equipment or payment of utilities (rent, power, telephone etc.).

Your project has been funded through this grant program previously.

Your project has commenced or will commence before the grant funding is announced (we do not fund in retrospect).

You wish to fund the costs associated with preparing a grant application and/or the sourcing of quotes.

Projects proposing to install or upgrade assets or infrastructure which is located on property owned privately or by a public company will not be eligible.

Projects funded under the Club Support Grant cannot utilise in-kind contributions.



4

Recreation Planning Grant Objective Through this program we aim to fund projects that will assist organisations undertake planning works that are aimed at increasing participation in sport and recreation and/or ensuring our community has access to a diverse range of quality sporting and recreation facilities, programs and opportunities. Potential projects

Planning initiatives that address the future sport and recreation needs of the club/ Association.

Strategic Plan.

Business plan.

Facility plan.

Feasibility study.

Detailed design work on facility improvement. Documentation to be provided


Quotes to demonstrate the cost of the project/program: o 1 quote for projects/programs less than or equal to $4,999 o 2 quotes for project/program more than $5,000

Project brief – a template is available to assist applicants What will not be funded?


Your project is eligible for funding under another government or statutory body.




Projects funded under the Recreation Planning Grant cannot utilise in-kind contributions



5

Minor and Major Facility Upgrade Grant Objective Through the Facility Upgrade Grant schemes, we aim to fund infrastructure projects that will increase participation in sport and recreation and/or ensuring our community has access to a diverse range of quality sporting and recreation facilities, programs and opportunities. Potential projects

Sports and surface development, replacement or upgrade.

Safety improvements.

Lighting upgrades.

Accessibility upgrades.

Upgrades to support gender equity.

Shade for participants and spectators.

Building construction.

Building Upgrade. Documentation to be provided


Quotes to demonstrate the cost of the project/program: o 1 quote for projects/programs less than or equal to $4,999 o 2 quotes for project/program more than or equal to $5,000 o Major facilities applications can provide a detailed cost estimate in lieu of quotes,

from an independent source. Applicants should discuss the specific project with Council before submitting to determine suitable evidence.

Any in-kind contribution in support of your project must be detailed in your application form using the In-Kind Template Form provided. The extent to which in-kind contributions can be utilised is detailed below on page 8.

Land Manager Consent

Cultural Heritage Assessment Tool



6

Major Facility Upgrade Grant only In addition to those documents listed above you will be required to submit the following documents;

Site specific schematic plans;

Lighting Plans including Lux Charts (if applicable);

Site Investigation Documents e.g. Geotech report;

Tender brief (if applicable);

Planning Permit;

Access Audit (where available);

Letter from all contributors confirming financial contribution;

Project Plan. It is expected that applications under this stream will be able to demonstrate they are ready to commence immediately successful applicants are announced. The Recreation Planning grant is available to support Clubs to undertake this level of planning. What will not be funded?


Your project is better suited and eligible for funding under another government or statutory body. This is at the discretion of the Recreation Development Coordinator.

Projects proposing to install or upgrade assets or infrastructure which is located on property owned privately or by a public company will not be eligible.

The request for funding is for a maintenance project, club administration costs, repair of equipment, purchase of equipment such as tractors, mowers and sporting goods which are not a permanent fixture of the facility and/or the payment of utilities (rent, power, telephone etc.)




Projects funded under the Major Facilities Upgrade grants cannot utilise in-kind contributions.



7

Assessment Criteria All funding streams will be assessed against the following criteria.

Link to Council’s Strategic Direction/ Objectives

Social Inclusion

Evidenced Demand for the project/program

Capacity to Deliver the project/program

Organisation profile (refer Appendix A)

Each funding program will have specific questions that are relevant to the level of funding available.

Eligibility Recreation groups will only be eligible for funding if they can meet the following criteria. You will be required to confirm eligibility during your application.

The project takes place within Mildura Rural City Council and is for the benefit of its residents.

Your group has contacted a Recreation Officer to discuss your grant application. You will need to list the contact officer’s name.

Your group is an incorporated ‘not–for-profit’ organisation with an Australian Business Number, OR auspice by one.

Your group must supply Land Owners Consent from the property owner/s (Including Mildura Rural City Council property).

The project does not require an ongoing commitment of funds from Council.

The project is not considered to be routine/ cyclical maintenance works.

The project must be completed within 12 months of notification of funding success.

Your group can provide contribution towards the project on a $1 for $2 ratio (Council $2: Group $1), by way of cash or in-kind support.

The funding is NOT deemed the responsibility of State and/ or Federal Government.

You have read the Recreation Grant Guidelines.

Your organisation has no outstanding debts to Council, or has acquitted all previous grants or sponsorship to the satisfaction of Council.

Your organisation does not gain a direct financial benefit from the income generated through gambling activities.

Members of a Recreation Group applying for a grant must disclose, in writing any perceived and/or conflict of interest.

Organisations cannot obtain funding in more than one of the minor or major infrastructure category in the same grant round.

Assessment Process Successful applications will be determined using the following process:

Assessment of applications by an Independent Assessment Panel. Please note applications need to obtain a score of 50% (of total possible score) or above to be considered for a successful grant. Unsuccessful groups will be supported to improve their application to re-submit.

Major Facility Upgrade program will be assessed by an assessment panel with appropriately qualified representatives from stakeholder departments to ensure technical obligations met.

Report presented to Council of assessment outcomes and recommendations.

Council resolution to adopt recommendation.

Notification to community groups of outcomes.

Successful Major Facility Upgrade projects will then be managed by Council staff.

Applications must submit all required documentation prior to assessment. It is the responsibility of the applicant to provide the required documentation. Applications without the required documentation will not be assessed.



8

Procedure for Payment of Grants All applicants will be notified in writing of Council’s decision following the Council Meeting.

Successful applicants will be presented with a certificate of acknowledgement, by a representative

member of Council at a presentation ceremony.

Grant monies will be paid to successful applicants upon receipt by Council of the following:

Signed Funding Agreement

Invoice for grant amount

If the recreation group has an auspice, funds will be paid into the auspice’s bank account. It will be the

responsibility of the auspice organisation to acquit the funding.

Successful Major Facility Upgrade projects will be delivered by Council staff. The applicants will be

required to provide financial contribution prior to the commencement of the project, via the payment of

a Council raised invoice.

GST Legislative Requirements

To enable payment of the grant, all successful applicants must have an ABN (Australian Business

Number), or be auspice by a group that has an ABN.

Successful applicants do not have to be registered for GST. However, where an applicant is registered

for GST, the grant will be grossed up 10% to cover the GST that the applicant must pay to the ATO

on receipt of the grant. Where an applicant is not registered for GST, the grant will not be grossed up.

(Registrations are substantiated through the ATO’s ABN Register)

Acquittal Process All successfully funded projects will be required on the completion of the project to:

Acknowledge Council’s funding. This can be done as part of a speech at the event, in writing,

in the media and/or promotional material for the event per funding agreement guidelines

Spend the grant funds as outlined in the approved grant application and in accordance with the terms of the funding agreement.

Complete the funded project within 12 months of approval.

Return any unspent funds to Council at the end of the grant period.

Seek consent from Council for any modifications required that alter the original approval to the funds being spent. All requests will be considered and the applicant will be notified of Council’s decision. Approval must be received before alterations can proceed.

Complete and submit an online Mildura Rural City Council Recreation Facilities Upgrade Grant Acquittal form, with required financial evidence (e.g. receipts) as well as other forms of evidence, video, media marketing material, photographs etc. to accompany the project evaluation, which details specifically how the funding was spent to achieve the funded project objective/s. (refer to acquittal guide for further information)

If an applicant organisation fails to submit an approved acquittal, that organisation will be ineligible to

apply for subsequent rounds of the Recreation Grants Program.



9

In-Kind Contribution In-kind contributions can be utilised for the Minor Facility Upgrade Grants only. Specific details

regarding in-kind contributions are noted below:

The value of volunteer labour and other in-kind support is limited to a percentage of your total

budget.

In-kind contribution cannot exceed 25% of your financial contribution for projects.

Please note that any in-kind and voluntary support in your funding application needs to be

underwritten by the applicant.

Your project budget should be fully costed and itemised representing the total project cost.

You are then able to nominate what items from the budget are to be contributed as in-kind.

You need to nominate, which organisation/ individual is making the contribution and how you

have calculated the value, based on the cost of that service itemised in your budget.

Rates for basic labouring work are normally calculated at $20.00 per hour while specialist

contributions should be valued at $25.00 to $50.00 per hour.

You are required to complete and submit the In-kind contribution template.

General Conditions

Approval must be given for any capital works projects on land or facilities owned or managed

by Mildura Rural City Council. Groups must apply for and receive approved Land Manager

Consent prior to submitting a grant application. The approval process may take up to 6 weeks

from receipt of a completed application form. For further details please contact the Recreation

Officer.

Projects on land or facilities owned or managed by Mildura Rural City Council must be

undertaken by a Council approved contractor. Please ensure your contractor is willing to

become pre-approved when seeking quotes.

For projects on land or facilities not owned or managed by Mildura Rural City Council,

evidence of approved land manager’s consent from the relevant land owner must be

submitted with a grant application.

All construction projects are required to assess if they require a Cultural Heritage Management Plans (Aboriginal Heritage Regulations 2018). This tool is used and completed to determine if a Cultural Heritage Management Plan is required for the project: https://www.aboriginalvictoria.vic.gov.au/protecting-aboriginal-heritage-during-landdevelopment

Late applications will not be accepted.

A copy of your organisation’s most recent Bank Statement (less than 3 months old) and/or

Financial Statement must be provided upon request.

To receive grant funds, successful applicants must enter into a Funding Agreement with

Council and adhere to all conditions outlined in the agreement.

Written confirmation from the supplier for any in-kind contribution detailed in your application

must be provided to Council upon request.

Evidence of Policies referenced in the Club Questionnaire must be provided to Council on

request.



10

Appendix A Club Profile Questionnaire: Do any of the following statements apply to your club? (Tick those that apply).

We share a facility with other sports;

Our Club/Association has undertaken

a strategic planning process;

Our Club/ Association has completed

the gender equity audit;

Our Club/Association has adopted

policies and implemented strategies to

support gender equity;

Our Club/ Association has introduced

a Child Safe Policy;

Our Club/Association has formally

introduced healthy eating choices in

our canteen;

Our Club/Association has

implemented a smoke free

environment at our facility;

Our Club/ Association is an active

member of the Good Sports Program;

Our Club/Association does not charge

a spectator entrance fee;

Our Club/Association does not make

any coach or player payments;

Club Profile Guidance

The following documents will provide guidance

on implementing changes to improve your club

profile score.

Healthy Eating Implementation Guidelines

https://sport.vic.gov.au/__data/assets/pdf_file/

0038/56999/healthy20choices20in20sport20an

d20recreation20facilities20-

20implementation20guidelines20and20templat

e.pdf

Responsible Service of Alcohol

https://goodsports.com.au/resources-

downloads/

Smoke Free Environment

https://www.quit.org.au/resources/sporting-

groups/smoking-sports-clubs-and-benefits-

becoming-smokefree-club/

Gender Equity

http://www.sportsfocus.com.au/gender-equity-

in-sport/

https://www.mav.asn.au/__data/assets/pdf_file

/0010/7300/Maroondah-City-Council-Gender-

equity-self-assessment-tool-for-sport-and-

recreation-clubs.pdf

https://sport.vic.gov.au/news/articles/changeou

rgame-gender-equality-sport

Child Safe Standards;

https://www.dhhs.vic.gov.au/publications/child-

safe-standards

Document links:

Land Managers Consent –

Cultural Heritage Assessment Tool - https://www.aboriginalvictoria.vic.gov.au/protecting-aboriginal-heritage-during-landdevelopment

Project Brief Template – https://www.mildura.vic.gov.au/Community/Grants/Recreation-Assistance-Grant-Program

Project Plan Template –

https://www.mildura.vic.gov.au/Communit

y/Grants/Recreation-Assistance-Grant-

Program

In-kind contribution template –

https://www.mildura.vic.gov.au/Communit

y/Grants/Recreation-Assistance-Grant-

Program

Council Plan 2021-2025 –

https://www.mildura.vic.gov.au/Council/Ab

out-Council/Council-Plans-

Strategies/Council-Plan-2021-2025.pdf

Recreation Strategy -


out-Council/Council-Plans-

Strategies/Recreation-Strategy-2021-

2031

Township Master Plans -


out-Council/Council-Plans-Strategies



Definitions ABN The Australian Business number (ABN)

is a unique 11-digit identifier that makes it

easier for businesses and all levels of

government to interact

https://abr.business.gov.au/

Acquittal The process by which a funding recipient demonstrates in writing to the funding body that it has expended all funds in accordance with the terms and conditions of the funding agreement on completion of the project Assessment criteria Is the key points that grant applications will be considered against. A grant application must meet all assessment criteria to be successful. Auspice Means to lend support, in the context of a grant application, an unincorporated organization will require an Auspice organisation that is an incorporated entity. Grant GST Goods and services tax, often referred to

as GST is a broad based tax of 10% on most

goods, services and other items sold or

consumed in Australia. GST is paid in addition

to the grant amount to applicants who are

registered with the ATO for GST.

https://www.business.gov.au/Registrations/Register-for-taxes/Register-for-Goods-and-Services-Tax-GST Capital Works This refers to; upgrades or

modifications to facilities or buildings,

structural alterations/ improvements or the

installation of fixed built items, any addition

that will add to the capital value.

Capital Works Program is a program of

works approved by Council to be funded in a

particular financial year. The major purpose of

a Capital Works Program is the creation and

maintenance of assets for community use

based on strategic principles to ensure

appropriate and targeted resource allocation.

Funding agreement is a legal document that outlines the terms, conditions and obligations

of funding, project delivery, accountability for both the department and the funded organisation or Community group. Grant A Grant is a payment made by Council to an eligible applicant for a specific purpose or project that demonstrates community benefit and assists people living in the Mildura Rural City Council Municipality to achieve its strategic goals and objectives. Grants are subject to an application process and are awarded following Council endorsement. Incorporated Association An incorporated organization separates individual members from the entity. Incorporation makes a group of people, a single legal entity with certain rights and legal protections. https://www.consumer.vic.gov.au/clubs-and-

fundraising

In-Kind Contribution A contribution is an

investment which be either non-financial

(volunteer time, free venue donated goods) or

financial from the organization or the

community group, that goes towards the

project or program to make it happen

Land Managers Consent Grant applications

seeking funds relating to Capital Works on

Council land, or to a Council owned facility,

requires a land mangers consent form to be

submitted to council for processing and

approval at the time of the grant application.

Consent is also required from Land Owners other than Council i.e. DELWP and approval (or proof of application) from the relevant Land Owner must be submitted to council at the time of the grant application Public liability insurance protects your organisation or community group financially if someone attending your grant activity or event is injured.

Target group the people or community that

your grant project aims to reach and engage

with.


Page 55

14.3 EVENT FUNDING AND SUPPORT GRANTS PROGRAM 2022 -2023 (FEBRUARY ROUND) - RECOMMENDATIONS


The purpose of this report is to consider recommendations for funding through the Event Funding and Support Grants Program 2022-2023.

2. Recommendation That Council: (i) approve three year funding agreements for the following grant

applications, with funding for 2022-2023 totalling $128,750 GST exclusive through the Events Funding and Support Grants Program 2022-2023 and subsequent funding in accordance with the grant agreement, as presented in the table below:

Applicant Event Recommended Funding for

2022-2023

North West Victorian Motorcycle Club 2023 Hattah Desert Race $50,000

Arts Mildura 2022 SemiArid Festival $50,000

Mildura & District Ski Club 2023 Mildura 100 Ski Race $23,750

Mildura City Heart 2023 Show & Shine $5,000

Total Funding Recommended $128,750

(ii) approve the following grant applications totalling $143,000 GST

exclusive for funding through the Events Funding and Support Grants Program 2022-2023 as presented in the tables below:

Tier 2 – Major Event


2022-2023

Mildura Bowls Club 2023 Mildura Bowls Carnival $6,875

Mildura Speedway Drivers Club Inc 2023 Easter Powersports Weekend $8,125


Page 56

Sunraysia Golf Tours Pty. Ltd.

2023 Shane Doherty Memorial Tri-State Masters $9,375

Desert City Street Rodders 2022 Goanna Run $15,000

Sunraysia Drag Racing Association

2022 Summit Racing Equipment Sportsman Series $16,250

Mildura Speedway Drivers Club Inc

2023 Australian Production Sedan Titles $8,125


Tier 3 – Community Event


2022-2023

Mildura Racing Club 2022 Bet375 Mildura Cup Carnival $4,625

Mildura Rowing Club 2023 Mildura Wentworth Easter Rowing Regatta $3,875

Patchewollock Music Festival Incorporated 2022 Patchewollock Music Festival $4,625

Australian Alternative Varieties Wine Show

2022 Australian Alternative Varieties Wine Show $4,625

Mildura Racing Club 2022 Melbourne Cup Day at Mildura $4,625

Wakeboard Victoria 2022 Mildura Classic $4,250

Mildura Writers Festival 2022 Mildura Writer’s Festival $4,625

Merbein Community Rodeo 2022 Merbein Community Rodeo $3,875

Cullulleraine Music Festival 2022 Cullulleraine Music Festival $4,250

Sunraysia Mallee Ethnic Communities Council

2022 Sunraysia Multicultural Festival $4,625

Mildura Lawn Tennis Club Inc

2023 Mildura Easter Junior & Open Plus $3,875


Page 57

North West Victorian Motorcycle Club

2022 Farmers Six Hour Pony Express $3,875


Tier 3 – Community Events Support Grants


2022-2023

Millewa Community Pioneer Forest & Historical Society Inc 2022 Back to Basics Open Day $2,500

Sunraysia Dirt Karters Inc 2023 Mildura All Power Nationals $2,500

Mildura Murray Masters Swimming Club Inc

2022 Mildura Murray Masters Swimming Carnival $2,500

Sunraysia Gang Show 2022 Gang Show – A World Full of Wonder $2,500

Garden of Hope Mildura Inc 2023 Family Fun Day $2,500

Willys Downunder Club 3rd Australian Willys Nationals $2,500

Sharkfest Inc 2022 Sharkfest Music Festival $2,500

Regenerative Communities

2022 Fair Food Week – Out of the Box Cookoff $2,500

Pine Plains Lodge 2022 Camp Oven Cook Off $2,500

Merbein South Community Hall & Recreational Park Inc

2022 Merbein Community Hall Motor Show $2,500

Mildura Alcheringa Pony Club 2022 Mildura Horse Trials $2,500



Page 58

3. Background Mildura Rural City Council’s (Council) Events Funding and Support Grants Program is designed to provide financial assistance to local Event Organisers to position the Mildura region as a major event destination with a vibrant year-round calendar of events that contributes to the economic and social well-being of our community. $350,000 of funding is allocated through council’s operational budget for the Events Funding and Support Grants Program each financial year. Events Funding and Support Grants are made available once per financial year, with funding up to $50,000. Funding through this round is for events being held between 1 July 2022 and 30 June 2023. The option of multi-year agreements were introduced into the last policy review and have been offered in the 2022-2023 funding round. To be eligible, event organisers were required to submit a three year strategic plan and marketing plan as part of their application.

4. Consultation Proposed/Undertaken The Events Funding and Support Grants Program 2022-2023 opened for applications on Monday, 7 February 2022 and closed at 4pm on Monday, 21 March 2022. Community grants were advertised through council’s social media, print media and radio advertising. All events that were funded in last year’s Event Funding & Support Grants and COVID Recovery Grants were emailed with the Events Funding and Support Policy (CP010), Event Funding and Support Guidelines and key dates. Reminder emails were also sent to Event Organisers to remind them of deadlines.

5. Discussion Thirty-six full applications were received for the 2022-2023 funding round, with applications assessed by an independent panel. Six applications did not make it through to assessment. One application from the 2021-2022 funding round have retained their funding due to special financial consideration.

Pre-eligibility Check

A pre-eligibility check of all applications is undertaken prior to being formally assessed by an independent assessment panel. The purpose of the pre-eligibility check is to check that applicants and their events meet the basic eligibility criteria as outlined in the grant’s guidelines. This check identified that all applications were eligible for funding in this round.

Assessment

Following the pre-eligibility check being undertaken, an independent grants assessment panel then formally assessed eligible applications.


Page 59

The assessment panel for these new applications consisted of the Events & Projects Officer, Economic Projects and Events Officer, Information Management Officer and Design & Digital Officer. Members of this assessment panel were not involved in the provision of any advice to applicants during the application process.

Each application was individually assessed and scored against the selection criteria as outlined in the policy. The outcome of the formal assessment process resulted in all applications being recommended for funding.

6. Time Frame Funding from this round of funding is for the 2022/2023 financial year. Events must be delivered within this period of time. Funding agreements will be entered into and payments made after 1 July 2022.

7. Strategic Plan Links This report relates to the Council Plan 2021-2025 in the Strategic Direction: Economy Outcome to be achieved:

• A valued and vibrant tourism industry and recognised visitor destination 8. Asset Management Policy/Plan Alignment

There are no asset management implications associated with this report.

9. Implications Policy The Events Funding and Support Grants Program and associated processes have been conducted in accordance with the following council policies and guidelines:

• Grants Policy CP021;

• Events Funding and Support Policy CP010; and

• Events Funding and Support Guidelines. Legal/Statutory Compliance with Disclosure of Interest Section 79 – Local Government Act (1989). Financial The recommended funding allocation for this round is $271,750. $350,000 of funding is available through council’s draft operational budget for the Event Funding and Support 2022-2023. $100,000 of this has already been committed by council. This means there is available budget of $250,000. The balance of $21,750 will be funded from the Unspent Event Grant Reserve as per Policy CP010. Advice has been sought from Manager for Financial Services to achieve this. GST is not applicable on Council grants.


Page 60

Environmental There are no environmental implications associated with this report.

Social The social benefits of the proposed recommendations and grant round will contribute to the following:

• Lifting community spirit, providing opportunities for connectedness; and

• Creating a sense of pride in self and the community. Economic An injection of money into the local economy through the delivery of events within the Mildura municipality.


Risks Controls Residual

Risk

Events do not proceed due to COVID-19 restrictions.

Clause in the agreement that the funding is conditional to event proceeding within COVID-19 Government restrictions.

Low


No conflicts of interest were declared during the preparation of this report. Attachments 1⇩ Events Funding & Support Program Guidelines 2022-2023



Events Funding & Support Program Guidelines 2022-2023



Introduction

Mildura Rural City Council (Council) is committed to supporting events within the municipality and recognises the value of events to both the community and the economy. The Events Funding and Support Program offers grants to events, and is designed to achieve the outcomes identified in Council’s Events Strategy 2025 and the Events Funding and Support Policy (CP010). The program offers four streams of funding for:

Hallmark (Tier 1) Events

Major (Tier 2) Events

Community (Tier 3) Events

Community Events Support Grants

Civic Events You are encouraged to read the guidelines and discuss your event with the Events & Projects Team before starting an application. Additional information and how to respond to the questions in the pre-application and funding application forms can be found in the Events Funding and Support Program’s How to answer the application questions guide. For more information or to discuss your application please contact us on 03 5018 8100 or email [email protected].

Who can apply?

The following are eligible for funding and must:

Hallmark (Tier 1) and Major (Tier 2) events - must be a constituted body or legal entity, such as an incorporated association (or auspiced by a constituted body or legal entity).

Community (Tier 3), Community Support and Civic events - must be an incorporated association or entity with not-for-profit status (or auspiced by an incorporated association or entity with not-for-profit status).

Fundraising and charity events where 75% of the funds raised stay within the Mildura municipality (only eligible for in-kind support and financial support relating to safety services).

Provide proof (certificate of currency) of public liability insurance cover (minimum $10m or as otherwise agreed) relevant to the activities undertaken and for the duration of the event.

Be based within the Mildura municipality or be applying for funding to conduct an event that benefits the Mildura municipality.

Provide documentation and evidence to meet the funding category criteria. Be a public event, inclusive and accessible to everyone.

How will the funding be allocated?

Council in partnership with event organisers aim to support and enable a vibrant events calendar that contributes to the economic and social outcomes of our community. Priority of funding will be given to Hallmark (Tier 1), Major (Tier 2) and Business events

(approximately 70%) that deliver major economic and tourism outcomes. Community (Tier 3 and

event support grant) events will be assessed depending on available remaining funding

(approximately 30%). If applications for the non-competitive Community grant is oversubscribed

with eligible applications, a pro-rata system will be followed where funding will be allocated based

on the number of applicants divided by the amount of funds available.



What will not be funded?

The following are not eligible for funding:

Organisations funded or sponsored for the event through other Mildura Rural City Council

programs.

Organisations with outstanding debts to Council, or who have not previously acquitted a grant to the satisfaction of Council.

Individuals.

Political organisations, or events that have a political purpose.

Religious groups or events unless the event is non-denominational and demonstrates a broader benefit to the community.

Events that exclude or may offend parts of the community.

Organisations who have not previously complied with permit or other conditions of Council, or who fail to apply for required permits.

Event organisers who are registered ‘for profit’ applying for Community Event funding. However, ‘for profit’ event organisers may apply for “new, once off or irregular events” and be assessed for equivalent to Community event funding in the first year to assist with start-up of the event. Subsequent funding must be based on validated data and meet assessment criteria for Hallmark or Major event funding streams.

Private events that are not broadly accessible to the local community.

Prize money, awards or activities associated with prizes or awards (e.g. trophies).

Fundraising and charity events where less than 75% of funds raised stay within the Mildura municipality, unless the event is identified as Hallmark (Tier 1) or Major (Tier 2).

Education events including events organised by tertiary institutions, primary or secondary schools or kindergartens.

Events in conflict with or that accept sponsorship from organisations not aligned to Council’s vision, mission and values.

Capital works projects, facility maintenance or the purchase of capital equipment.

Insurance or fees associated with risk and governance such as public liability insurance, event insurance or fees payable to a governing body.

Expos, markets, fetes and circuses.

Breakfast, luncheon and dinner events and gatherings which are predominately attended by a niche or small cohort of the intended community.

Sporting, cultural, arts, education, special interest or other gatherings that take place on a regular basis such as monthly or weekly.



What funding is available? This program is divided into five categories to encourage and cater for a range of events.

Fund Description Economic Benefit

Funding up to

Application Round

Criteria

Hallmark Events (Tier 1)

May be supported where the event drives overnight visitor expenditure, showcases Mildura, creates a vibrant and sustainable event and encourage community connectedness and pride through participation.

>$3M with minimum 10,000 unique visitors to the region

$300,000 Open all year

Economic & tourism impact (50%)

Profile of Mildura (10%)

Community impact & benefits (10%)

Event content (10%)

Capacity & capability (20%)

$2-$2.99M $50,000

Annual Funding Round open February

$1.51-$1.99M $37,500

$1-$1.5M $25,000

Major Events (Tier 2)

May be supported where the event is established and drives overnight visitor expenditure, showcases Mildura, creates a vibrant and sustainable event and encourage community connectedness and pride through participation.

$0.76-$1M $20,000


Economic & tourism impact (50%)


Community impact & benefits (10%)

Event content (10%)

Capacity & capability (20%)

$0.51-$0.75M $15,000

$0.25-$0.5M $10,000

$0.15-$0.249M $7,500

Community Events (Tier 3)

Events that generate marketing and media opportunities that builds the profile of the Mildura region and/or attract over 1000 people and are targeted primarily at a local audience but also attract visitation from outside the region

N/A $3,500-$5,000



Participation and Engagement (30%)

Meaningful experiences (15%)

Community Development (20%)

Capacity and capability of applicant (10%)

Community Events (Event Support Grant)

For small events attracting less than 1000 people, a non-competitive grant Is available. The event contributes to making Mildura a great place to live; creates a sense of community by bringing people together; and delivers important messages, information and knowledge.

N/A $2,500


Participation and Engagement (S/N)

Meaningful experiences (S/N)

Community Development (S/N)

*Non-competitive application process

Civic Events

Support for community led Australia Day & Christmas Carols events to enhance community spirit and encourage participation across all sectors of the community.

N/A As outlined in appendix A

Annual Funding Round open September

Australia Day or Christmas Carols event held in the Mildura municipality



How do I apply?

1. Submit a pre-application. The first step is to submit a pre-application, this will determine which funding stream and amount of funding your event is eligible for. You will be asked if your event will provide economic benefit to the region. If you select yes, we will use the last acquittal data provided to determine your funding stream. If you have not previously applied for event funding, supplied an acquittal, or there has been a change to your event (ie. event has grown from one to two days) you will be asked to supply new data. The economic impact data provided in the pre-application will account for 30% of the overall assessment score. If you do not have economic impact evidence or it is deemed your data does not qualify, your pre-application will be assessed under the Community (Tier 3) funding stream (if more than 1,000 attendees) or Community (Support Grant) funding stream (if less than 1,000 attendees). Pre-applications must be submitted via Council’s grants portal www.smartygrants.com.au. Civic events are not required to submit a pre-application. 2. Wait to hear from us We will email you with the outcome of your pre-application assessment together with a link to the relevant grant application form. 3. Submit a Funding Application If your event has been assessed as eligible under any of the above funding streams, you will be invited to submit a full funding application. Your funding application will be assessed against the criteria outlined in these guidelines and will determine the amount of funding your event will receive. Funding applications must be submitted via Council’s grants portal www.smartygrants.com.au. Applications must be submitted by the closing date, no late applications will be accepted.

Required Documentation

Pre-applications cannot be accepted without the following documentation:

Public Liability Certificate of Currency (minimum $10 million)

Evidence of economic impact (for Hallmark (Tier 1) & Major (Tier 2) events) Funding applications cannot be accepted without the following documentation:

Event Budget (clearly identifying income/expenditure)

Most current annual financial statement (for Hallmark (Tier 1) & Major (Tier 2) events)

Supplier quotes

Submit pre-application

Wait to hear from us

Submit funding application



Other Documentation

You also have the option to upload the following documentation:

Marketing plan Event management plan Business plan or strategy

Any supporting documentation that will demonstrate your event impacts, capacity or additional support for your event.

Three year Strategic Plan & Marketing Plan (if requesting a multi-year agreement)

Acquittal

Successful applicants must submit an acquittal report upon the completion of their event with the

due date to be specified in the Agreement. The acquittal report must include an evaluation of the

event (on agreed measures), evidence to support the outcomes, visitation to the region, and a

detailed budget, including copies of receipts showing expenditure in accordance with the approved

purpose of the grant.

Funded organisations that are required to provide audited financial statements (funding over

$15,000) with their acquittal will have specified requirements and timelines detailed in the

Agreement.

Important Milestones

The Events Funding and Support program has a long lead time to ensure applicants have notification of the funding outcome as well as receive the funds well in advance to allow for planning and promotion. The following timelines apply:

Funding Stream Eligible Event Dates

Application Opens

Application Closes

Hallmark (Tier 1) Events

01 July, 2022 to 30 June, 2023

07 February, 2022 at 9.00am

21 March, 2022 at 4.00pm

Major (Tier 2) Events

01 July, 2022 to 30 June, 2023


21 March, 2022 at 4.00pm

Community (Tier 3) Events

01 July, 2022 to 30 June, 2023


21 March, 2022 at 4.00pm

Community (Events Support)

01 July, 2022 to 30 June, 2023


21 March, 2022 at 4.00pm

Civic Events Carols 2022 and Australia Day 2023

05 September 2022 at 9.00am

26 September 2022 at 4.00pm



Conditions

Your application

You must discuss your event with Council’s Events & Projects Unit before starting an application if you have not applied for funding before.

A copy of your current Public Liability Insurance Certificate (minimum $10 million) must be submitted as part of your pre-application.

Any in-kind contribution in support of your event must be detailed in your application form.

Write your application with the understanding that the assessment panel may have no knowledge of your event – make sure you include all the details.

Council Provided Services

Council can provide some services for events including bin hire and venue hire. Event organisers will be charged a fee for these services in accordance with Council’s Fees and Services Policy.

Event organisers can apply to have the costs of Council provided services included as part of a funding application. Requests of funding for Council provided services must be made as part of your grant application.

Funding Agreement

To receive grant funds, successful applicants must enter into a Funding Agreement with Council and adhere to all conditions outlined in the agreement. Your Funding Agreement will specify what the funding can be used for and what it cannot be used for and will detail the expected outcomes, partnerships and other benefits to the community as a result of the event.

Evaluation and Reporting

Successful applicants will be required to undertake a post-event evaluation. Council will provide a link to the post-event acquittal form to successful applicants. Post-event acquittal reports will be due on the date identified in your funding agreement.

Acknowledgement

Successful applicants are required to acknowledge Council’s support through the Events Funding & Support Program. The funding agreement will include the requirement that Council is appropriately recognised through the inclusion of an approved logo on appropriate materials including but not limited to event collateral, media releases, mayor/councillor invite and signage.

General

Late applications will not be accepted. There is no room for any extensions under any circumstances so please don’t leave your application to the last minute.

Council approval (including necessary permits) must be gained for any events being undertaken on Council owned or managed land.

Written confirmation from the individual or supplier for any in-kind contribution detailed in your application must be provided to Council upon request.



Frequently Asked Questions

1 What should I keep in mind when considering applying for Council’s Events Funding & Support Program?

Seek additional funding from other sources, Council will not fund the entire cost of your event.

Consider the location of your event and ensure you have all permits and bookings.

Make your event accessible to a broad audience and consider delivering a free component.

2 Can I assume my event will be funded if it has been funded in previous years?

Council is committed to ensuring the assessment process is fair and equitable. Recurring annual funding is not guaranteed; your application will be assessed in a competitive round against all applications received in the relevant category.

3 How will I know if my application is successful? The Events Unit will contact you in

writing approximately 12 weeks after the closing date to let you know the outcome of your application.

4

How many times can I apply?

Applicants may apply for funding for more than one event, however each event may only receive funding once in each financial year.

5 Are the details of my application confidential?

No. Council must comply with the Local Government Act in regards to making information available to the general public. An assessment of your application will form part of the Council Report which is made publically available on the Council’s website.

6 How long does it take to receive my funding once my event is approved?

Payments will be made within 30 days from which the invoice is received.

Payments will not be made until the relevant financial year.

7

How is economic impact calculated? New expenditure to the Mildura municipality is calculated as the product of the following:

Number of visitors who will travel to the Mildura municipality specifically for the event;

The average length of stay; and

Average daily expenditure for these visitors

Where daily expenditure information has not or is unable to be captured or demonstrated by the event organiser, the event organiser may elect to utilise the most recent average spend per night rate for domestic day visitors, domestic overnight visitors or domestic international visitors published by Tourism Research Australia.



Appendix A Civic Funding Allocations for Christmas Carols and Australia Day.

Township Christmas Carols Funding Australia Day Funding

Mildura $3,000.00 $500.00

Red Cliffs $2,000.00 $500.00

Irymple $1,000.00 $500.00

Merbein $1,000.00 $500.00

Ouyen $1,000.00 $500.00

Nangiloc $500.00 $500.00

Lake Cullulleraine $0.00 $500.00

Walpeup $0.00 $500.00

Underbool $0.00 $500.00

Murrayville $500.00 $500.00


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14.4 AGED CARE REFORMS


The purpose of this report is to provide sufficient information to allow Councillors to make an informed decision on Mildura Rural City Council’s future role as a provider of in-home aged care services. This report will initiate service agreement, transparency, and industrial obligations to provide notice and advice of its decision to the following parties:

• Commonwealth and Victorian governments;

• Clients and families; and

• Affected staff and unions. Underpinning acknowledgement for decision, Councillors (a) Note that since 2011 the Commonwealth has progressed implementation of a

consistent and integrated national aged care service system based on increased consumer choice and control and competition between providers to drive quality improvements and service efficiencies with a final transition date of 1 July 2023.

(b) Accept that due to inherent service cost, financial constraints, competition policy

and other structural challenges, Mildura Rural City Council (Council) along with many other Victorian Councils may not be able to play a meaningful future role in service delivery in the new Support at Home Program to commence in July 2023.

(c) Note that a decision to transition out of the Commonwealth Home Support

Programme, the Home & Community Care Program for Young People and the Veterans Home Care program will trigger industrial obligations to staff and will have significant cost implications.

2. Recommendation

That Council: (i) resolve to transition out of direct service delivery roles in the following

programs, by 30 June 2023:

a. All funded Commonwealth Home Support Programme (CHSP) services

b. All Home & Community Care Program for Young People (HACC-PYP) funded services

c. Veterans Home Care (VHC) services

d. Brokered services; (ii) commit to the Home Care Transition Values and Principles to underpin

and support decision-making through the transition process;


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(iii) resolve to work with the Commonwealth and Victorian governments to negotiate timing and transition processes that will protect the interests of clients, their families, valued staff, and the broader community;

(iv) resolve to play an active role in supporting the community in receiving

high-quality aged care services and advocate for the needs of vulnerable members of the community;

(v) resolve to realign policy direction towards future investment in age-

friendly or positive-ageing initiatives and to ensure that Council’s universal services and facilities are designed to meet the needs of a growing population of older residents;

(vi) resolve to provide delegated authority to the Chief Executive Officer, or

their nominee, to undertake or commission all tasks and activities related to the implementation of this Council decision;

(vii) approve notification of its decision to:

(a) Clients and families (b) Staff and union representatives (c) Media and other communications (d) Broader community;

(viii) resolve to fund a Community Health and Wellbeing Officer to support the

implementation of the Community Health and Wellbeing Plan; and (ix) resolve to fund an Aged Care Service Navigator to support customers and

community through the first 12 months of the new Support at Home Program launch.

3. Background

This report follows the January 2022 Council report and in-principle decision by Councillors to undertake a consultation process, with a view to transition out of Aged and Disability Service delivery. The Commonwealth funded aged care programs delivered by Council will transition to a new model of care called the ‘Support at Home’ Program, which will be introduced in July 2023. Council is contracted to deliver Commonwealth Home Support Programme (CHSP) services until 30 June 2023, at which point all CHSP clients will transition to the new ‘Support at Home’ program. Information available from the Commonwealth indicates agencies will register as providers of ‘Support at Home’ in a similar way agencies can register as a National Disability Insurance Scheme (NDIS) provider. Customers can then choose to receive services from an agency of their choice, with funding provided to clients directly rather than service providers. In January, Council took the preliminary view that it will not be able to provide services under the Support at Home model, for similar reasons it was determined Council could not provide services under the National Disability Insurance Scheme. The Federal Government reforms to the aged and disability services sector require dramatic changes to financial, corporate and clinical governance structures to operate. The new competitive market for service providers will not allow Council to operate in the system, as any Council subsidy will result in a breach of the


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Government’s Competitive Neutrality Policy. It is therefore in the best interests of our community to proactively transition out of all in-home aged care services.

4. Consultation Proposed/Undertaken Over the past three months since the January 2022 in-principle decision, the Aged and Disability Services team has engaged in various consultation methods in order to obtain feedback on the proposed transition out of service delivery. We have consulted with clients, staff, the community, other service providers and funding bodies. Feedback has been received via surveys with clients and the community, an online Q&A Forum, in person Q&A Forums and discussions with clients, community members and service providers as summarised in the table below.

Date Details Target Audience

Number of participants

Surveys

28 Feb – 11 March

Surveys of clients facilitated by Community Support Workers

Existing clients 370

Feb - March Online surveys – Your Say webpage

Clients and community members

31

Feb - March Hard copy surveys – each Council service centre and library


0

Online Q & A Forum

9 March Online Forum outlining Commonwealth’s proposed changes to aged care, the new Support at Home Program and answering questions from attendees. Forum advertised in paper, Your Say webpage, flyers delivered to clients, social media posts, CEO email to all staff. This was recorded and placed on the Your Say webpage for people to view at a later date.


20 community members plus

staff and Councillors

Written submissions

Feb - March The Statutory Advertisement in the newspaper stated written submissions would be accepted. This was also published on the Your Say webpage.


0

Staff consultation

March All staff had one-to-one meetings with their supervisor to discuss the pending decision in May and their thoughts, concerns and any feedback.

All A&DS staff 74


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March – April (ongoing)

Staff consultation working group established to facilitate two-way communication from field and support staff through to the Management team, to ensure different perspectives are considered during decision-making.

Staff

6

In-Person Q & A Forums

5 & 6 April Mallee Track – Murrayville, Underbool and Ouyen. Also in Mildura and Red Cliffs. Sessions held in each place to give people the opportunity to come and hear about the Support at Home model and ask questions or give feedback. These sessions were advertised in Mildura and Mallee Track newspapers, flyers delivered to clients, Your Say webpage, media release – including social media, Facebook and radio.

Clients, community members and service sector staff

Mallee Track – 6 + 5 + 6 Mildura – 14 + 19 Red Cliffs – 13 = Total of 63

Service Providers consultation

Feb - April Local service providers, in addition to providers not currently operating in Council have been contacted to discuss their intention to operate under the new Support at Home model in July 2023.

Service providers

14

Key messages from consultation: Key messages from the survey and consultation – feedback from clients, staff and service providers:

Feedback Details Responses

Concerns regarding communication to clients.

Some feedback indicated there was too much information in correspondence received since January, while others were happy with the information provided.

Council are committed to sharing information as soon as it comes to hand. We use various methods for sharing information, including letters, website, information sessions, client flyers with updates, newsletters, etc.

Continuation of services in regional and remote areas, especially along the Mallee Track.

Discussions with service providers have indicated they are keen to offer services to these areas, subject to staff availability.

Council will work with staff and other providers to see what solutions can be found to ensure outlying areas continue to receive services. Council will develop community specific communication and transition


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plans to update and work with clients in remote areas, to ensure they are supported through the change.

Fear of the unknown for clients.

Uncertainty for clients who are unsure how to navigate the new Support at Home Program.

As the Commonwealth provide more information, Council will develop a transition plan and communicate with clients to ensure they are supported through the transition. Recommendation for a temporary Aged Care Service Navigator role.

Concern of losing the carer they have had for many years.

Some clients have had the same carer for many years and have built relationships with them. Some want to follow their carer to a new provider.

This is out of our control, however, as clients and carers transition to the new Support at Home Program, we can look into how this information can be communicated. This will form part of the transition plan to be developed, once we know more about the Support at Home Program.

Quality of care from other providers.

It has been said that Council staff go beyond what is required for their clients, to deliver a very high standard of care.

The Aged Care Quality Standards, and the recent Aged Care Royal Commission, focus on quality care to be provided for all aged care clients. The Aged Care Quality and Safety Commission manage the complaint process.

Assessments Uncertainty around how assessments will be provided and by who, under the Support at Home Program.

It is still unknown how the assessment teams will be structured. However, the Commonwealth have informed all existing assessments will be used under the new program and any new referrals will still be initiated through the My Aged Care portal.

Concerns for staff potentially losing jobs.

Many clients are concerned for staff who may be made redundant as a result of ceasing service delivery.

Council are committed to ensuring all industrial obligations are fulfilled. There is a strong demand for quality carers and our skilled staff will be highly sought after by other service providers. Council will arrange assistance with resume writing and interview practice to support staff in applying for new jobs.

Concerns regarding the cost of services under the new Support at Home

As this information has not yet been provided, the costs of services under the new Support at Home Program are still unknown.

Services under the new Support at Home Program will be offered in a competitive market. Prices will be competitive and governed by the Commonwealth


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Program. pricing guidelines.

Confusion from clients who misunderstood information provided and thought services were going to cease in May 2022.

Some clients misread the correspondence and did not understand the Council decision is in May 2022 – this does not mean services end May 2022.

Our Commonwealth Home Support Programme contract will not end until 30 June 2023. Services will continue beyond May 2022. If the decision is to transition out, a transition plan will be developed, including supporting clients to transition to the new Support at Home program.

One community member asked her comments be specifically relayed to Councillors. The community member is very concerned about the quality of aged care if it becomes privatised like the NDIS. She wanted it known that she was not happy with the proposal and thought Council should try harder to get more funding from the Federal Government. She said she would rather pay more to receive Council services than not receive them at all. She expressed concern for those clients who did not have the means to be able to speak up and she wanted to speak on their behalf and let it be known she is not happy. Additional Consultation: In addition to the above consultation, we have also consulted the Commonwealth and State Government funding bodies, to advise of the January 2022 in-principle decision to transition out of service delivery. We have similarly consulted the Regional Assessment Services Team managers and Central Goldfields Council, who hold the Department of Veterans Affairs (DVA) contract for all Veterans Home Care (VHC) services in our region. Information from these consultations have informed the recommendations and discussion below.

5. Discussion Each of the recommendations are summarised with further details below: Transition out of direct service delivery for Commonwealth Home Support Programme (CHSP) services: This program will cease to exist from 1 July 2023. This will be replaced by the Support at Home Program. The intention is to work with all our existing clients, to help them transition to the new program. We will ensure all clients are supported throughout the transition process with specific focus on those known to be experiencing vulnerability.

Transition out of direct service delivery for Home & Community Care Program for Young People (HACC-PYP) funded services: As a State Government funded program, these services are not impacted by the proposed changes to the Commonwealths aged care model. We have consulted with State Government representatives from Department of Families Fairness and Housing (DFFH), who advised HACC-PYP will continue and there is no intent to change the program at the present time. Council has approximately 1300 active clients across the various services and of these, less than 90 are HACC-PYP clients. It is therefore not viable for Council to continue offering this service in isolation. With a decision by Council to transition out of service delivery, the State will recommission


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the funding to a new provider using an Expression of Interest process for approximately six agencies. Advice received indicates this process takes approximately six months to complete and Council is able to support the State in identifying values aligned providers. Service providers have indicated interest in this contract and area of service provision.

Transition out of direct service delivery for Veterans Home Care (VHC) services: These services are not impacted by the proposed changes to the Commonwealth aged care model. We have consulted with Central Goldfields who hold the Department of Veterans Affairs (DVA) contract for all VHC services in our Council, in addition to eight other Councils, until November 2023. Council has approximately 1300 active clients across the various services and of these, less than 80 are VHC clients. It is therefore not viable for Council to continue offering this service in isolation. The intention would be for us to work closely with both Central Goldfields and DVA to ensure VHC clients transition smoothly. Service providers have indicated interest in this contract and area of service provision. Transition out of direct service delivery for Brokered services: The Home Care Package program will cease in June 2023 and all those currently receiving services under this program will transition to the Support at Home program. Council currently provide brokered services on behalf of other agencies and transition for these business clients will be included in the transition plan. Home Care Transition Values and Principles underpin and support decision-making through the transition process (see attachment): This document outlines the key values and principles that will guide decision-making and ensure a smooth transition for all clients and staff. It reiterates the importance of clear communication, transparency and Councils commitment to ensure all clients and staff receive support through the transition. Work with the Commonwealth and Victorian governments to negotiate timing and transition processes that will protect the interests of clients, their families, valued staff, and the broader community: The intention will be for HACC-PYP clients to transition to a new provider first, alongside VHC clients as per State advice. CHSP and brokered services provided by Council on behalf of Aged Care Package providers are likely to be last to transition. Further information is required from the Commonwealth to inform action planning, including timelines, in more detail. Continue to play an active role in ensuring the community will receive high-quality aged care services and advocate for the needs of vulnerable members of the community: Council will continue in an advocacy role for aging community members. The Positive Aging Facilitator role will be sustained, potentially under the Community Futures team, and continue to focus on positive ageing within our community. This role also has potential to focus on advocating for the needs of vulnerable members of the community, in addition to promoting social engagement opportunities. In conjunction with external partner organisations, Council have developed the Community Health and Wellbeing Plan 2021-2025, which identifies the responsibility to improve health


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and wellbeing outcomes, reduce inequalities and create healthy environments for everyone who lives, learns, works or plays in our community.

Realign policy direction towards future investment in age-friendly or positive-ageing initiatives and ensure that Council’s universal services and facilities are designed to meet the needs of a growing population of older residents: Consultation surveys with clients and the community asked what Council should focus on going forward if not providing home care services. The main response themes were:

• Exercise/healthy eating/health and wellbeing (28%)

• Events, social engagements (17%)

• Mobility/accessibility (15%)

• Safety (13%)

• More care at home (6%)

• IT knowledge/library education (6%). These items have mostly been recognised in the Community Health and Wellbeing Plan 2021-2025 and the subsequent annual Healthy Aging Action Plan. Activities and actions at present are funded through existing service agreements with the State and Commonwealth as well as Council contribution. An initial $20,000 operational budget is recommended to support the implementation of the Healthy Aging Action Plan with ongoing monitoring, review and identification of external funding opportunities. Future direction and investment can be reviewed to ensure community infrastructure is designed to meet the needs of a growing population of older residents.

Delegated authority to the Chief Executive Officer (CEO), or their nominee, to undertake or commission all tasks and activities related to the implementation of this Council decision: This ensures the CEO, or their nominee, are able to undertake all required tasks to implement this Council decision, including signing agreements, letters, notifications to the Commonwealth, etc.

Notification of this decision will be communicated to:

• Clients and families – a letter will be sent to all existing clients informing of the decision and re-iterating there is no immediate change to service delivery – support will be provided as more information is available regarding transition to the new program.

• Staff and union representatives – staff will be notified in an all-staff meeting following the Council Meeting decision. A letter of notification will be sent to union representatives following the Council decision.

• Media and other communications – a media release will be distributed following Councils decision.

• Broader community – will be notified via the media, social media and the Council website.


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Fund a Community Health and Wellbeing Officer to support the implementation of the Community Health and Wellbeing Plan; Council has the opportunity to invest in health and wellbeing initiatives known to promote livability within communities. Council has a strong history of working in partnership to achieve outcomes for our community and a dedicated resource will allow more proactive pursuit of opportunities and the implementation of the current Community Health and Wellbeing Plan. This recommendation is a sustainable reinvestment of current Aged and Disability Service subsidy costs and aligns with community consultation feedback on Council’s future role. The Community Health and Wellbeing Plan is Council’s legislated plan to improve community health and wellbeing outcomes for all and includes the annual Healthy Ageing Plan. Fund an Aged Care Service Navigator to support customers and community through the first 12 months of the new Support at Home Program launch. A new budget initiative will be submitted for the 2023-24 financial year to support the employment of a ‘service navigator’ during the first 12 months of the new Support at Home program launch. This action acknowledges the strong customer feedback received indicating a need for support and guidance in navigating access to services. This role would provide a Council resource to support community whilst the Commonwealths new navigation support models are launched and tested, mitigating risk for our community. Service Delivery Costs In the context of what the Commonwealth is seeking to deliver, Victorian local government providers are an inefficient and expensive provider of services. Unit costing analysis conducted on over 30 Councils found that the delivery of all in-home services requires a ratepayer subsidy of between $20 and $35 per hour to deliver. Unit costing for Council undertaken in August 2021 based on 2020-21 budget data identified a direct unit cost of $49.60, when local overheads were included the unit cost increased to $84.80 per hour of service delivered (this excludes consideration of corporate overheads.) This is the equivalent of a ratepayer subsidy of $35 to $40 per hour of in-home service delivered. This equates to a ratepayer subsidy of approximately $800,000 per annum across Commonwealth Home Support Programme (CHSP) and Victorian Home and Community Care Program for Young People (HACC-PYP) services. From a public interest perspective, if Council was not the provider, the Commonwealth will be responsible and accountable for the delivery of services and the ratepayer subsidy could be redirected to alternative priority areas. Other financial implications of this decision include:

• The Commonwealth is facing an incredibly significant increase in demand for services (> 350 per cent) and must find the most efficient means of delivering a universal service platform for all Australians, no matter where they live.


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• The Commonwealth believes services can be delivered for a cost equal to the funding provided plus the fee paid by the client with no other subsidy (around $50.00 per hour).

• All levels of government should be seeking to achieve the most efficient means of delivering outcomes for the community. Market sounding completed by Mach2 Consulting indicates there are regional and national aged care providers who would be able to deliver CHSP and HACC PYP services in the municipality.

• Victorian ratepayers are currently subsidising a service that is the responsibility of another level of government (essentially voluntary cost-shifting) – the Commonwealth has taken full responsibility and does not require Local Government support or subsidy to deliver services.

• National Competition Policy states that any level of government should not subsidise services where there is a reasonable alternative.

6. Time Frame

Key dates associated with this process include:

• 26 May 2022 – Council Meeting – final decision;

• 27 May 2022 – meeting to advise staff of final decision (in-person if possible);

• 27 May 2022 – letters sent to advise clients and families;

• 27 May 2022 – media release;

• 27 May 2022 – letter sent to partner agencies, union, funding bodies;

• 1 June 2022 – Transition Project Officer to commence;

• June – December 2022 – Work in partnership with State Government and Veterans Home Care (VHC) to transition out of HACC-PYP and VHC service delivery;

• June 2022-2023 –Transition Action Plan and aligned communication plan to be developed and implemented.

Service continuity to clients will be maintained throughout the decision and transition process. Staff will be kept informed via emails, letters and meetings throughout the process.

7. Strategic Plan Links This report relates to the Council Plan 2021-2025 in the Strategic Direction: Community Outcomes to be achieved:

• Access to quality local health services to support physical, mental and emotional wellbeing; and

• Health and wellbeing is promoted for everyone that lives, learns, works and plays in our community.


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Place Outcomes to be achieved:

• Diverse open spaces and public facilities that are well-connected, accessible, resilient and promote active healthy lifestyles; and

• Sustainable infrastructure that meets the current and future community needs. Leadership Outcomes to be achieved:

• The community has a voice through inclusive engagement and participation,

• A financially sustainable organisation; and

• Advocate on behalf of the community to address needs and priorities.

8. Asset Management Policy/Plan Alignment Council’s Asset Management Policy CP031 sets guidelines for implementing consistent Asset Management processes throughout Mildura Rural City Council. This supports the delivery of community-based services for older people in the community. Consideration of future use of these facilities and buildings will be considered as part of the transition program. It is possible that future home support and community-based service providers may not seek to utilise these facilities.

9. Implications Legislation and Policy Commonwealth Policy The Commonwealth took full policy, funding, and commissioning responsibility for an integrated aged care program in August 2011 and has proceeded to implement a range of reforms based on very consistent design principles. The Commonwealth is seeking to design and deliver a nationally consistent consumer-centric, integrated, and flexible aged care system that meets the needs of all older Australians. National Competition Policy A constraint on Council decision-making is the application of National Competition Policy to Local Government in Victoria. The Commonwealth is more than likely to apply market principles to a future Home Support service model and that National Competition Policy and Competitive Neutrality Principles would therefore apply to Local Government operations. Competitive Neutrality Principles apply to the significant business activities of Councils and not to non-business or non-profit activities. The concept of ‘significance’ is defined on a case-by-case basis looking at the importance of competition in a specific market. Given the Commonwealth is moving to a market-based model for delivery of future services, it is reasonable to assume that there will be a high degree of focus on ensuring the market is not distorted or disrupted by government-subsidised activity.


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There is a mandated ‘public interest test’ that must be undertaken if Council wishes to continue to provide services that are subsidised in competition with other ‘not-for-profit’ and ‘for-profit’ providers. There is no viable or significant public interest in Council continuing to be a provider in competition with more efficient and more effective non-government providers. Financial Council has industrial obligations to staff to ensure notification of change and consultation and engagement on significant decisions that impact the workplace. A final decision to exit the program will trigger redundancy provisions of the Enterprise Agreement, exploration of redeployment opportunities and payment of retrenchment packages for affected staff. It is estimated that redundancy costs related to transition will be recovered within a three year period. After 30 June 2023, Council will no longer receive government funding for providing Commonwealth Home Support Programme (CHSP) services. Ceasing service delivery will reduce the required ratepayer subsidy of approximately $800,000 per annum. If Council do not transition out of service delivery, there will be substantial costs to Council to ensure corporate and clinical governance and technology requirements are met under the new aged care model. Council will need to commit resources to support an effective transition process and future healthy aging initiatives, including:

Financial Year Estimated Cost Resource

2022-2023 $150,000 Transition Project Officer (Band 6, 0.6EFT)

Service Provision Liaison Officer (Band 5, 1.0EFT)

2022 - ongoing $100,000 Community Health and Wellbeing Officer (Band 6, 1.0EFT)

$20,000 Healthy Aging Action Plan operational budget

2023-2024 $100,000 Aged Care Navigator (Band 6, 1.0EFT)

Environmental There are no environmental sustainability implications associated with this report. Social The national aged care reforms have several strategic objectives, these include:


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• Services will have a much greater focus on and be tailored to and adapt to the changing needs of individual clients as they age in the community.

• Government must find the most efficient means of delivering services to a fast-growing community of older people, this is a problem of national affordability.

• Ease of navigation – the new integrated aged care system will provide greater support to older people and their families to be able to navigate a complex system at a challenging time in people’s lives.

Economic It is in the interests of both Council and the Commonwealth to have a diverse range of thriving service provider options for ageing members of the community. Council has been a monopoly provider in the CHSP space and this will be disrupted during transition to the Support at Home program in mid-2023. Growth in funding for both disability and aged care will create economic and work opportunity within the Mildura community.

10. Risk Assessment A comprehensive risk and community impact analysis has been completed for Council; the high-level risks associated with this decision include:

• Future Cost of Services – the current estimated ‘cost to ratepayers’ for the funded Home Support services of approximately $800,000 per annum is based on ‘block funding’ and a consistent demand for service. It is highly likely that with increasing demand, the introduction of competition and consumer directed care the future cost of service delivery will increase and there will be higher volatility and commercial risk.

• Avoided risks – by choosing to transition out of service delivery Council is avoiding a significant number of risks, these include commercial risk, business continuity, competition policy and clinical governance.

• Investment in Innovation – if Council seeks to remain as a provider of services post-2023, it will need significant investment to support the reorientation of its operating model. This will require renegotiation of industrial arrangements, investment in business processes and technology, reduced overheads, working capital (move to payment in arrears in July 2022) and capability to quickly increase and reduce scale of operations.

• Unit Cost – the unit cost of delivery by Local Government is relatively high when compared to the level of funding provided and the operating costs of not-for-profit and other non-government organisations. Significant industrial and operating reform would be required to seriously change Local Government cost structures.

• Commercial Risk – the introduction of ‘consumer directed care’ and likely end of ‘block-funding’ will introduce significant commercial risk for Council. Councils have operated in a highly collaborative, almost monopoly market for 30 years and will have difficulty in adapting operating models to meet these challenges.


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• Scale of Operations – some Councils have examined if growing the scale of operations might be a solution to responding to the reforms. Investigation of this option has indicated that growth in a highly competitive market is unlikely due to inability to expand geographic boundaries, inherent cost structures, limited range of service offerings and lack of experience.

• Full Cost Attribution – most local government budgets reflect only direct operating costs and local management overhead. Full cost attribution will reflect direct and indirect operating costs, local and corporate overheads, costs of assets deployed in service delivery and adjustments for tax and other advantages derived from being a level of government.

• Market Competition – it is more likely than not that ‘limited or full-market competition’ will be introduced in the commissioning of aged care services. Council will need to restructure its operating model and cost structures to adapt to this emerging challenge.

• National Competition Policy (NCP) – NCP requires Council to completely remove underlying rate-payer subsidies or pass costs on to consumers. Council can undertake a Public Interest Test, but it is not likely to be able to justify continued subsidisation when in competition.

• Stranded Services – if active markets for aged and disability services develop in populated areas, it may result in Councils being left with only remote or rural areas with very high costs of delivery. Council will be the provider of last resort with diminishing market share and significantly increasing unit costs.

• Thin Market – the lack of viable alternate providers is a real risk in regional areas. The responsibility for ‘market stewardship’ and ensuing viable providers sits with the Commonwealth and Victorian governments who have significant market power and influence. Initial discussions held indicate local providers are likely to continue to offer services under the Support at Home model, in addition to other larger providers not yet in the region.

The most remote areas of Council, specifically along the Mallee Track, will potentially be the last area to transition out of services. Options need to be considered as to whether additional funding can be provided in these areas. It may also be an option, given the Support at Home Program is a Commonwealth model, that state borders are no longer applicable and services from South Australia (Pinnaroo) may be able to assist with service delivery in these remote townships.

• Industrial and Employee Relations – every scenario or pathway for Council contains industrial and employee relations risks. These include industrial obligations under Enterprise Agreement, renegotiation of employment arrangements and a moral obligation to long-serving staff.

• Managing Transitions – Should Council transition out of service delivery, Council will need to manage the transition of many individual clients over the coming 12 to 18 months. Significant investment will be required to provide a safety-net to ensure positive outcomes for clients and community. This includes the employment of a Transition Project Officer to support the process for the duration of the transition after the May Council Meeting decision, in addition to a


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Service Provision Liaison Officer, to ensure a smooth transition for customers and their service plans.

• Addressing Vulnerability – While there will be clients who will make a transition with limited support from Council, many have suggested in their survey responses they will require assistance with navigating the new Support at Home Program. Council has a high level of concern for vulnerable members (mental illness, social isolation, at risk of homelessness, intellectual disability, etc.) of the community and therefore will invest in transition programs and safety-nets to provide appropriate support structures.

• Advocacy – There is a clear need for strong advocacy to the Victorian and Commonwealth Governments on the risks for Local Government, and the communities they serve, arising from the reforms. This includes holding the Commonwealth and Victorian governments accountable for service delivery outcomes; ensuring the market stewardship roles are fulfilled; and making representations on the needs of vulnerable communities.


No conflicts of interest were declared during the preparation of this report. Attachments 1⇩ Mildura Rural City Council Home Care Transition Values and Principles



Mildura Rural City Council – Home Care Transition Values and Principles Communication

Council will be timely in all communications and will ensure that all people affected by a decision will have information provided including the rationale and drivers for all decisions.

Open and transparent communication between all parties will underpin the partnership and build trust and confidence.

For clients

The individual needs of all clients will be understood and considered during the transition. It is recognised that some clients will need additional support during the transition, and Council will ensure that special attention is paid to protecting the rights of vulnerable clients.

Council will act as an advocate for the needs of all clients and will ensure that additional resources are provided to hear and respond to individuals or groups during transition, and an appropriate time following the date of transition.

Council will ensure that clients are provided with high quality information before, during and after transition and individual private consultations if required.

For staff

Council values the contribution of all staff and recognises the commitment made to deliver high quality home support services to the community.

Council understands the unique relationship that develops between carers and clients and will work towards ensuring the continuity of this relationship where possible.

Council will identify and implement readiness activities and support that will ensure workers are prepared for the transition process.

Council will establish a transition working group involving affected staff (and their representatives) to ensure an effective two-way flow of information.

Council will meet all industrial obligations and will ensure investments are made to provide staff with the support and skills they need to make an effective transition to future work or retirement depending on their individual circumstances.

For future service providers

Council will seek to have input into the appointment of a high-quality and values-aligned providers of home support services wherever possible.

Council will work constructively with other providers to ensure the service transition occurs in a way that protects the interests of clients, families of clients, staff and the broader community.

Council will ensure that quality client and service information will be provided to other providers to inform decisions during the transition process within privacy and confidentiality legislation.

For community

Council will make decisions that are in the best interests of the broader community, this will include understanding the financial, economic, social, health and wellbeing implications of any decision.

Council will act as an advocate for the needs of the community and will hold accountable Commonwealth and State Governments and the appointed home support providers for the delivery of quality services to the Mildura community.

Council commits to being an Age-Friendly Community by providing environments that support the needs and aspirations of older people.



Our Values Accountability Mildura Rural City Council and the Council administration understand the profound nature of the decision and will ensure that the highest standards of professional behaviour and ethics are applied to managing the implementation and limiting the negative impact. The effective management and implementation of this significant decision will require goodwill, discipline, and teamwork from all affected parties, especially affected staff involved in direct care and program coordination and management. Transparency Council understands that change will be challenging and respects that each individual response will be different and will require careful management and consideration. Wherever possible, clients, staff and other stakeholders will have access to information that informs Council decision-making in a timely and responsible manner. Respect Council will ensure that it values and respects the interests of clients, staff, and other stakeholders throughout its decision process. Council will ensure that there are processes in place to allow feedback and learning to improve transition processes. Council will empower clients and staff through the process and will work from a community strengths-based approach to recognise and build on existing knowledge and capacity. Honesty Council will embrace new ways of delivering these important services to its community and will ensure delivery of best value outcomes for its community. The needs of clients will be the highest priority for Council through the transition process.


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14.5 ADOPTION OF COMMUNITY BANNER PROGRAM POLICY CP077


The purpose of this report is to present the Community Banner Program Policy CP077 and seek Council’s resolution to adopt the new policy.

2. Recommendation That Council adopt the new Community Banner Program Policy CP077 as presented.

3. Background Mildura Rural City Council’s Community Banner Program is designed to:

• Promote events and activities that the public can attend, or engage in, that are being held within the municipality

• Recognise and celebrate significant dates, including commemorations, celebrations and awareness eg: International Women’s Day, NAIDOC week, ANZAC Day

• Visually enhance the Mildura streetscape

• Create a sense of community and a sense of place within the region

• Stimulate local economic activity.

4. Consultation Proposed/Undertaken Consultation has been undertaken internally within the Events and Projects Team, with Mildura City Heart and sent for feedback from the Strategic Management Team as well as Team Leaders and Coordinators.

5. Discussion Council policies are developed and approved by Council to help govern how the organisation operates. They outline organisational decision-making processes and protocols for service delivery and civic administration. With the installation of the FlagTrax system along Deakin Avenue, the Events and Projects Team have developed a Policy, guidelines and an online application form in anticipation for bookings to be available commencing in 2022. Each year Christmas banners will be installed from mid-November to early January. When there are no event bookings, or when an event has booked only half set, Mildura branded flags will be installed which have been developed in collaboration with Mildura Regional Development.


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Booking period Banners may be booked for a four week period, longer bookings may be granted on a case by case basis. Location 25 banner systems have been installed along Deakin Avenue between Seventh and Tenth Streets. There are also 20 banner systems that have been installed previously in Langtree Mall that will be available for hire through the Mildura City Heart office. Council policy and guidelines will be implemented for both locations.

Cost The hirer is to purchase the flags directly with council’s preferred supplier Flagworld at their own cost. The purchase of 26-30 flags will cost approximately $2,500.

The cost to hire the FlagTrax system is $140 per week for 14 banners or $250 per week for 25 banners. Community groups and events funded by council will be able to utilise the FlagTrax system for no cost.

Installation All installation and removal of the flags from the FlagTrax system will be conducted by two council officers.

Design approval Designs must be approved by council prior to production.

6. Time Frame The new policy will come into force if adopted by Council and will be reviewed every three years.

7. Strategic Plan Links This report relates to the Council Plan 2021-2025 in the Strategic Direction: Economy Outcome to be achieved:

• A valued and vibrant tourism industry and recognised visitor destination.


9. Implications Policy The Community Banner Program fits within the objectives in accordance with council’s Events Funding and Support Policy CP010. Legal/Statutory The application form will include a declaration that the applicant must accept in order to hire the FlagTrax system. An approval letter will also be generated to outline the conditions of hire.


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Financial The financial cost for council will be the wages of staff to install and remove flags. This cost will be partly absorbed through the hire charges imposed on Commercial hirers.

Environmental There are no environmental impacts associated with this report.

Social The Community Banner Program is an effective marketing tool to generate greater exposure of events in the Mildura region for local residents and visitors as well as create a sense of pride and connectedness within our community. Economic There are minimal economic impacts associated with this report.



No conflicts of interest were declared during the preparation of this report. Attachments 1⇩ Community Banner Program Policy - CP077



Community Banner Program Policy Page 1 of 7 CP 077

Community Banner Program Policy

Policy – CP077

Prepared Reviewed Approved Date Council Minute No.

Events and Projects Executive Leadership Team

Council May 2022

Trim File: 18/02/01 To be reviewed: May 2025

Document Owner: Manager Leisure & Cultural Services

Review Frequency: Every Three Years

1. Policy Purpose Mildura Rural City Council’s Community Banner Program is designed to:

• Promote events and activities that the public can attend, or engage in, that are being held within the municipality

• Recognise and celebrate significant dates, including commemorations, celebrations and awareness eg: International Women’s Day, NAIDOC week, ANZAC Day

• Visually enhance the Mildura streetscape

• Create a sense of community and a sense of place within the region

• Stimulate local economic activity

2. Policy Statement

Banners are an effective way of activating and decorating the town. They provide a vibrant and strong visual presence and allow an event or organisation to further enhance its marketing campaign on a large and impressive scale. They provide a platform to promote and recognise community activities, celebrations, events and significant awareness, celebratory and commemorative dates.

3. Principles

• The designated banner pole sites may be utilised to promote events, activities and significant occasions in the municipality - including arts, cultural and sporting events, awareness and commemorative dates as well as festivals and exhibitions

• Bookings may be made up to a maximum of 12 months in advance

• Bookings are accepted for a four week period, longer bookings may be granted on a case by case basis

• All applications to use banner pole sites must be approved in advance and be in accordance with design guidelines

The Banner Program is not intended as a medium for:

• Advertising commercial sponsors or promoting brands




• Flying national flags or cause-related flags

• Promoting events, industry days and trade shows that the general public cannot attend

• Promoting private functions or events that the general public cannot attend

• Marketing activities such as product promotion, launches and media announcements.

4. Applications / Bookings

4.1 How to apply If you have an upcoming event or activity you would like to promote using the

Banner Program, you need to:

• Complete an online application form at least 8 weeks prior to installation

• Attach a copy of the banner artwork (for Council approval)

• Attach a copy of your public liability insurance with at least $10 million

cover

4.2 Priority rationale In order of priority booking will take precedence as follows:

• Mildura Rural City Council owned events

• Mildura Rural City Council funded events

• Major Hallmark events

• Events held within Mildura Rural City Council that the general public can attend

• Other applications will be considered at the discretion of Council eg shop local promotions

4.3 Duration

Bookings are accepted for a four week period, longer bookings may be

granted on a case by case basis.

4.4 Location of Banners

There are 25 banner poles along Deakin Avenue, from Seventh Street to

Tenth Street.

Bookings can be made for the following:

Half set (blue) = 14 banners (placed every second pole)

Full set (yellow & blue) = 25 banners

Refer to appendix A for map

There are 20 banner poles located in Langtree Mall, bookings for the use of

these poles can be made by contacting Mildura City Heart office.

4.5 November and December bookings

Bookings are unavailable from mid-November until the second week of

January each year, due to the installation of Christmas banners.




4.6 Cost

• Council charges a fee for hire per week as per its fees and charges. The

hire fee covers installation, removal and use of system for the booking

period. This fee will be waived for community groups and events as well

as events funded through Council’s Events Funding and Support

Program.

All other associated costs are the responsibility of the hirer, including but not limited

to the printing, design and delivery of the banners.

5. Design

5.1 Design Guidelines

Designs must be approved by Council prior to production.

Banners are considered to be a decorative medium. Banners are not intended

to be used as advertising for products, services, brands or individuals – all

artwork must promote the event or activity associated with the booking and

not ‘the brand’.

Each banner can have a maximum of 10 per cent of the total banner allocated

for direct sponsorship recognition, such as a company’s logo or naming

rights. Logos must be placed at the bottom of the banner.

To help make the design more effective, it is essential that:

• One bold striking image or graphic design is used and overall graphics are

kept simple.

• Font size should be large enough to ensure readability against a bright

sky and legible from a distance.

• Colour selection is important to guarantee visibility against both the sky

and city landscape. White, yellow and other pale colours are not

recommended as they soil very easily (if this occurs, all costs associated

with cleaning and repair work will be met by the hirer). Black, grey and

other extremely dark backgrounds blend into the general cityscape and

will be approved at Council’s discretion.

• The title of the event should be included and appear at the top of the

artwork.

• To enable banners to be re-used at a later date, it is recommended that

the venue name and other details, such as dates be omitted.

• Extended text should only be used where it forms part of the established

image of the event and logo.

• Montages and slogans should be avoided as the design will be difficult to

see from afar.

• Phone numbers are not allowed and should be avoided as the number is

difficult to see from afar.

• A ratio of 50% graphic content and 20% text content is recommended

• Websites and references to social media and other similar information

used as a ‘call to action’ are allowed – Council must be able to access the




information available on social media, as part of the artwork approval

process.

• All costs and responsibility relating to the design and production of

banners are met by the hirer.

Installation of multiple designs will not incur extra installation costs as long as

all banners are installed simultaneously and they are installed in a set pattern.

A detailed installation spreadsheet that includes images of the banners to be

installed must be provided to Council with the delivery of banners.

If installation instructions are not provided ahead of the first install date,

Council will install banners in an order deemed most suitable and additional

costs will be incurred by the hirer should any amendment to the installation

order be required.

5.2 Design Approval

• Banner design must be approved by Council prior to going into

production. Approval is dependent upon compliance with the guidelines

set out in this policy and use of the Mildura Rural City Council logo (if

applicable).

• Designs must be submitted for approval a minimum of 8 weeks prior to

the proposed installation date to allow sufficient time for design approval

and production.

• Artwork is to be submitted as a low-res PDF or jpeg file via the online

application form or can be submitted via email [email protected]

• Banners used in previous years can, and are encouraged to be reused,

however, must be clean and free of fading, rips or tears.

• Approval is required for all new designs. Feedback on designs will be

provided by Council within five working days after receipt of submitted

designs. Final approval must be granted by Council before production can

commence.

• Council reserves the right to reject any design that does not comply with

the design guidelines or if the physical condition does not meet Council’s

quality standards.

• Should banners be produced without the approval of Council, the hirer will

be responsible for all costs associated with re-designing and reproduction

to meet Council’s approval.

5.3 Production Guidelines

The applicant must order the FlagTrax Banners through Flagworld, Council’s

preferred supplier.

• FlagTrax banner dimensions are 3000mm high x 960mm wide

• Design is printed on one side (due to ink transfer this will create a mirror

image on the back)

• Material is satin polyester, 130gsm

• All banners must be purchased as a right side curve




6. Installation

• All installation and removal is conducted by Council

• Banners are to be delivered to Council’s Deakin Avenue Office a minimum

of five working days prior to the first installation date. Banners not

produced to specification, will not be installed

• If there is more than one design, banners must be packaged and labelled

per design, with clear installation instructions provided

• Council will make every endeavour to install banners on the date

confirmed; however, installation can also be dependent on weather

conditions, the number of sites to be installed and other external factors.

Hirers should allow up to two days variance on the installation date

• Should any construction or maintenance works be undertaken, rendering

the banners unavailable, for any reason, Council will contact the hirer to

arrange alternate dates or a shortened hire period. In this instance the

hirer will be offered a pro-rata refund of any fees (if applicable) paid in

relation to the affected site. Council will not refund costs should sites be

rendered unavailable after installation.

• Mildura Rural City Council does not take responsibility for lost, stolen or

damaged banners. At the end of the booking period banners will be

returned to Council’s Deakin Avenue Office for collection. Hirers are

responsible for collecting their banners from the Deakin Avenue Office

once they have been removed.

7. Approval and invoicing

• Upon approval of your booking, Council will send a letter of agreement

and an invoice (if applicable) to the applicant.

• Bookings will not be considered as confirmed and installation will not be

able to occur until the letter of agreement is signed and full payment

received (if applicable).

8. Cancellations

• Hirers must give Council at least four weeks’ notice of any cancellations in

writing

9. Implementation

Manager Leisure & Cultural Services

10. Definitions Event A planned public gathering of people in an open

space, building or temporary structure, where more people than usual are gathering for an activity, celebration or other occasion Sporting, cultural, religious or other gatherings of




people that occur on a regular basis within each year (eg. Weekly, monthly, bi-monthly) are not considered events

Banners Refer to a large cloth bearing a design or slogan

Banner pole sites Street poles that have been retrofitted with FlagTrax system

11. Legislation and other references

11.1 Legislation Local Government Act 1989

11.2 Documents

This Policy is implemented in conjunction with the following documents:

• Community Banner Program Guidelines

• Mildura Rural City Council Events Strategy 2025

• Council Plan 2021-2025

11.3 Risk Assessment Reference

Please tick the corporate governance risk(s) that this policy is addressing.

Risk Category

Risk Category

Asset Management Financial Sustainability

Committees Human Resource Management Compliance – Legal & Regulatory Leadership & Organisational Culture Contract Management Occupational Health & Safety Contract Tendering & Procurement Organisational Risk Management Corporate Governance Project Management Environmental Sustainability Public Image and Reputation




Appendix A Deakin Avenue Banner Map


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14.6 EARLY YEARS INFRASTRUCTURE PLAN


The purpose of this report is to present the final version of the Early Years Infrastructure Plan (2022-2031) to Council for Adoption.

2. Recommendation That Council: (i) adopt the Early Years Infrastructure Plan (2022 – 2031) as presented; (ii) utilise the Early Years Infrastructure Plan (2022 – 2031) as a guide to

related planning and financial investment decisions; and (iii) utilise the Early Years Infrastructure Plan (2022 – 2031) to advocate for

planning and future development of Early Years Infrastructure.

3. Background Mildura Rural City Council (Council) has developed the Early Years Infrastructure Plan (the Plan) to assess the future demand for early years services in Mildura Rural City Council area and identify the profile of facilities required to satisfy this demand. The Plan recommends what actions Council could take with respect to the future provision of early years infrastructure and contains specific facility recommendations relating to the State Government funded three-year-old kindergarten program. The key objectives of the Plan are to:

• Assess the suitability of existing early years facilities in Council (location, condition, functionality, accessibility and capacity) to meet the current and anticipated needs of the City’s community.

• Identify the capacity of existing early years facilities to accommodate a funded three-year old kindergarten program and the works required to meet any gaps in capacity.

• Identify any potential opportunities for the co-location of early years services and/or greater flexibility in the utilisation of early years facilities to best meet the needs of the community.

• Propose a sustainable strategy (with suggested priorities) for addressing the anticipated needs of early years services operating from Council-owned buildings so that Council can effectively manage the upgrade, expansion and/or replacement of these buildings over the next ten to 20 years.

The Plan focuses on facilities owned by Council that are used for kindergarten, maternal and child health services and centre based care. Non-Council facilities have been considered, where relevant, for contextual purposes.


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This is the first Early Years Infrastructure Plan and it will be essential to guide service planning and financial investment decisions related to Council’s current extensive list of owned and leased properties.

4. Consultation Proposed/Undertaken Council officers in collaboration with ASR Research undertook extensive Early Years sector consultation to inform the Plan. This information was used to inform the current situation context and develop the recommended actions within the plan. Consultation with Early Years stakeholders to inform the Kindergarten Infrastructure and Service Plan (KISP) and Municipal Early Years Plan were also considered in the development of the Early Years Infrastructure Plan. The draft Plan was informed by internal consultation via workshops. The draft Plan was circulated to the Strategic Management Team and other internal stakeholders, with the Plan updated accordingly. The draft Plan underwent public exhibition from 11 March 2022 until 8 April 2022 with one response submitted and the draft updated accordingly.

5. Discussion Council has developed the Early Years Infrastructure Plan (the Plan) to ensure the continuation of existing services and future provision of Early Years services. Currently, Council own and lease numerous kindergarten properties to not-for-profit organisations, own and operate multiple Maternal Child Health Centre buildings and own and operate one early childhood education and care centre, which are all included in the strategy. These properties require significant financial investment for maintenance, upgrade and renewal each year. Decisions regarding funding expenditure on these buildings is currently primarily reactive and based on stakeholder requirements, cyclical maintenance requirements and building condition reports.

The Victorian State Government has committed to implement Three-Year-Old Kindergarten for all children over a ten-year roll-out so that, by 2029, all children in Victoria will have access to two years of play-based learning through a funded kindergarten program. While it is acknowledged this educational reform will deliver better outcomes for children across Victoria, it presents challenges for local government with the need for unplanned additional infrastructure and service providers doubling their service provision. To support planning for this initiative, Council requires a strategy to determine immediate, short term and long term infrastructure requirements to assist with Council’s investment decisions and to ensure there are sufficient facilities and services to support delivery of these expanded programs in the community.

The Plan makes a series of recommendations for both further planning and development of early years infrastructure over the next 10-20 years. These recommendations include priority rank based on both existing building condition and expected urgency related to the capacity:demand gap. Priority ranking is likely to change at any time due to the volatility of the sector. For example, if a service was to close and children displaced, demand on surrounding kindergartens would increase and capacity limits met instantly.


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Significant financial investment will be required to ensure early years infrastructure meets the need of community over the next 10-20 years. The Plan is imperative in identifying the most urgent work. Strong advocacy by Council will be required to both government and investors to contribute to the desired outcomes. The work will also have significant impact on Council’s Capital Works program and will require organisational agreement and collaboration to operationalise the Plan.

Due to the challenge, and potential unfeasibility, of prioritising actions and completing in a linear fashion, the recommended approach is to complete a suite of planning activities to both inform advocacy and pursue emerging funding opportunities. This approach could be similar to Mildura Future Ready with learnings from this strategy leveraged to maximise positive outcomes for the community.

6. Time Frame Significant investment in planning and development is required over the next eight years, leading up to the full introduction of funded three year old kindergarten in 2029. Partial rollout of the three year old kindergarten program commenced for the Mildura LGA in 2022 with Irymple and Red Cliffs Kindergartens being identified as the first facilities to not be able to meet community demand. Development of an additional room is underway at Irymple and planning has commenced for Red Cliffs. Suggested timelines for recommended actions are included in the Plan though are subject to emerging sector changes and resource availability.

7. Strategic Plan Links This report relates to the Council Plan 2021-2025 in the Strategic Direction: Place Outcome to be achieved:

• Sustainable infrastructure that meets the current and future community needs

Leadership Outcomes to be achieved:

• The community has a voice through inclusive engagement and participation;and

• A financially sustainable organisation.

8. Asset Management Policy/Plan Alignment The Plan has been developed in alignment with the draft Asset Plan (2022-2031). Consideration has been given to ensuring community engagement informs the Plan, integration across aligned plans and ensuring financially sound and sustainable management of assets.

9. Implications Policy The Early Years Infrastructure Plan has been developed in alignment with the Asset Management Policy CP031 and Community Engagement Policy CP020.


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Legal/Statutory The following legal requirements have informed the development of the plan; The National Quality Framework for Early Years Services consists of the Education and Care Services National Law 2010 and the Education and Care Services National Regulations 2011 which outline indoor and outdoor space requirements. The Children’s Services Act 1996 outlines service delivery requirements. Financial The implementation of the Early Years Infrastructure Plan will require the allocation of resources for planning, designing, constructing, commissioning, overseeing and maintaining facilities. Government funding may be available for some projects and it is imperative pre-planning is completed to maximise the likelihood of successful grant applications. The facilities action plan contained in the Early Years Infrastructure Plan includes an estimated cost for each action. It is not possible at this point to estimate a complete cost of implementing the Early Years Infrastructure Plan due to the many variables and further planning required. An approach similar to Mildura Future Ready is proposed to best position Council to pursue and attract alternate funding and investment. Environmental Environmental impact management planning will be a key consideration in all infrastructure planning and development proposals. Social High quality early years settings are demonstrated to have a significant impact on a child’s development across all areas including those related to language, literacy, numeracy and social and emotional wellbeing. The positive social impact is magnified for children from socially vulnerable backgrounds whom may not receive what they require to thrive in the home environment. Access to high quality services in high quality facilities has the ability to ensure our community’s children have strong foundations for the rest of their life.

Economic Investment in early years facilities promotes economic growth through all development stages related to local jobs and expenditure as well as through the longer term social impacts for our children.

10. Risk Assessment

The proposed actions will not expose Council to any significant risk. The plan is a high level plan identifying capacity gaps and therefore risks to quality early years education access. The plan will mitigate this risk.


No conflicts of interest were declared during the preparation of this report.

Attachments 1⇩ Early Years Infrastructure Plan (2022 - 2031)



Mildura Rural City Council

Early Years Infrastructure Plan (2022 -2031)

May 2022



Mildura Rural City Council Early Years Infrastructure Plan (2022 – 2031)

2

Table of Contents

1. INTRODUCTION .................................................................................................................................. 3

1.1 OBJECTIVES OF PLAN ....................................................................................................................................... 3

1.2 SCOPE OF PLAN .............................................................................................................................................. 3

1.3 PLAN METHODOLOGY....................................................................................................................................... 3

1.4 TERMINOLOGY AND ACRONYMS ......................................................................................................................... 4

1.5 INFORMATION SOURCES ................................................................................................................................... 4

2. KINDERGARTENS ................................................................................................................................ 5

2.1 KINDERGARTEN PROGRAMS IN MILDURA RURAL CITY ............................................................................................. 5

2.2 DECADE OF CHANGE IN THE KINDERGARTEN AND CHILDCARE SECTOR ......................................................................... 5

2.3 IMPLICATIONS OF CHANGES ............................................................................................................................... 6

2.4 RESPONSE OF COUNCILS AND SERVICES FROM OPERATION, PLANNING AND DESIGN PERSPECTIVES ................................... 7

2.5 SUPPLY AND DEMAND ANALYSIS - 3YO AND 4YO KINDERGARTEN ............................................................................... 7

2.6 MRCC’S RESPONSE TO FUNDED 3YO KINDERGARTEN, POPULATION GROWTH AND FUTURE PROOFING ........................... 12

2.7 ANALYSIS OF OPTIONS ................................................................................................................................... 14

3. MATERNAL AND CHILD HEALTH SERVICE .......................................................................................... 24

3.1 SERVICE AIMS AND FUNCTIONS ........................................................................................................................ 24

3.2 POLICY/LEGISLATION RELATING TO M&CH FACILITIES .......................................................................................... 24

3.3 TRENDS IN FACILITY PROVISION ........................................................................................................................ 24

3.4 AUDIT OF MRCC MATERNAL AND CHILD HEALTH SERVICE ................................................................................... 24

3.5 SUPPLY AND DEMAND .................................................................................................................................... 28

3.6 CONSULTATION WITH M&CH STAFF ................................................................................................................ 28

3.7 RECOMMENDATIONS ..................................................................................................................................... 28

4. INFRASTRUCTURE PLAN .................................................................................................................... 30

4.1 INTRODUCTION ............................................................................................................................................. 30

4.2 INFRASTRUCTURE PLAN .................................................................................................................................. 30

4.3 PROVISION OF TEMPORARY ALTERNATIVE LOCATIONS ........................................................................................... 32

4.4 COMMUNICATION AND ENGAGEMENT PLAN ....................................................................................................... 33

4.5 MONITORING AND REVIEW ............................................................................................................................. 33




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1. INTRODUCTION

1.1 Objectives of Plan

Mildura Rural City Council (MRCC) is developing an Early Years Infrastructure Plan. The Plan assesses the future

demand for early years services in MRCC and identifies the profile of facilities required to satisfy this demand.

The Plan recommends what actions Council should take with respect to the future provision of early years

infrastructure and contains specific facility recommendations relating to the proposed State Government

funded 3-year-old kindergarten program.

The key objectives of the Plan are to (modified from brief):

• Assess the suitability of existing early years facilities in MRCC (location, condition, functionality,

accessibility and capacity) to meet the current and anticipated needs of the City’s community.

• Identify the capacity of existing early years facilities to accommodate a funded 3yo kindergarten

program and the works required to meet any gaps in capacity.

• Identify any potential opportunities for the co-location of early years services and/or greater flexibility

in the utilisation of early years facilities to best meet the needs of the MRCC community.

• Propose a sustainable strategy (with priorities) for addressing the anticipated needs of early years

services operating from Council owned buildings so that MRCC can effectively manage the upgrade,

expansion and/or replacement of these buildings over the next 10-20 years.

1.2 Scope of Plan

The Plan focuses on facilities owned by MRCC that are used for kindergarten, maternal and child health services

and centre based care. Non-Council facilities, such as private long day childcare centres and a consultation room

in a bush nursing hospital for maternal and child health sessions, have been considered, where relevant, for

contextual purposes.

1.3 Plan methodology

The steps involved in developing the Plan are as follows:

• Review of relevant literature – Government policy documents, Council strategies, previous Council

reports relating to the provision of early years facilities, KISP analysis etc.

• Analysis of the planning context in which early years facilities in Victoria operate.

• Audit of the usage, condition and functionality of the Council owned early years facilities in MRCC.

• Assessment of the suitability of the location and distribution of Council owned and early years facilities

across the municipality.

• Assessment of the capacity of existing Council and non-Council facilities to meet current and future

demand.

• Consultation with relevant Council staff and service providers/managers about the provision of early

years facilities across the municipality.

• Production of a draft report. Review of the draft report with the community and key stakeholders.

• Production of final report.




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1.4 Terminology and Acronyms

In this report:

• MRCC and Council refer to Mildura Rural City Council.

• Mildura City refers to the Mildura urban area.

• 4yo kindergarten refers to the state funded kindergarten programs run for eligible 4-year old (4yo)

children at licensed education and care facilities.

• Funded 3yo kindergarten refers to state funded kindergarten programs run for eligible 3-year-old (3yo)

children at licensed education and care facilities.

• Stand-alone kindergarten refers to a kindergarten program delivered from a dedicated kindergarten

building.

• Integrated kindergarten refers to kindergarten programs delivered from long day childcare centres.

• M&CH service refers to the maternal and child health service - a free universal service that supports

children’s health and development from birth until school age.

• Long day childcare refers to care provided to children aged 0-6 years in licensed education and care

facilities.

• Licensed number of places refers to the number of places that a licensed early years service is

registered for and the maximum number of children the program can accommodate at any one time.

• Licensed capacity or licensed enrolment capacity refers to the maximum number of 4yo children that

a kindergarten room could legally accommodate in a week, e.g., a kindergarten program registered for

30 places has a licensed capacity of sixty 4yo children.

1.5 Information sources

The information presented in this report has been derived from the following sources:

• Consultation with Council’s early years and property staff.

• Review of Council’s property records and asset management and condition reports.

• Review of Council’s early years services’ databases.

• Consultation with service managers/providers.

• Visits to Council’s early years facilities.




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2. KINDERGARTENS

2.1 Kindergarten programs in Mildura Rural City Council

State funded kindergarten programs offer developmental and education experiences for children in the year/s

prior to school entry. The programs are held at licensed education and care centres. Typically, children attend

the kindergarten for 15 hours per week over 2 or 3 days.

There are currently 28 kindergarten locations in MRCC. 12 offer stand-alone kindergarten – 11 from Council

owned buildings and one, St Margaret’s, from a church owned facility (see table 1). The remainder are provided

as integrated kindergarten programs - 3 from Council buildings (Underbool, Murrayville and potentially

Playalong) and 14 from long day childcare centres.

Table 1 – Kindergarten programs in MRCC, stand-alone and Council integrated programs

Kindergarten Location Kindergarten capacity

Licensed places Enrolment capacity1

Mildura West Mildura 60 120

De Garis Mildura 57 114

Kathleen Kelly Mildura 50 100

Pasadena Mildura 59 118

Mildura Sth Mildura 59 118

St Margaret’s2 Mildura 60 120

Playalong Mildura 37 183

Red Cliffs Red Cliffs 59 118

Irymple Irymple 88 176

Merbein Merbein 64 128

Nangiloc Nangiloc 28 56

Millewa Werrimull 22 44

Ouyen Ouyen 27 20

Underbool Underbool 29 154

Murrayville Murrayville 20 104

Notes:

1. Enrolment capacity is based on 1 licensed place in a stand-alone kindergarten being able to accommodate 2 children to

attend kindergarten for 15 hours per week. Therefore, a kindergarten licensed for 30 places can provide for 60 children

2. Church owned facility

3. Long day childcare centre capable of but not currently offering a kindergarten program

4. Integrated programs. Enrolment capacity based on KISP assumption of 1 place: 0.5 children

2.2 Decade of change in the kindergarten and childcare sector

The early childhood education sector in Victoria has experienced a period of profound change over the past

decade. The actions introduced over the past ten years that have contributed to this change are the:

• Creation of the National Education and Care Act and Regulations and the Federal Government taking

over regulatory/licensing responsibility for education and care facilities (kindergarten and childcare

programs).

• Development of the National Education and Care Standards, introduction of an assessment rating

system against the standards and formal accreditation of childcare and kindergarten programs.

• Enhanced qualification requirements for staff working in kindergarten and childcare programs.




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• Introduction of universal access - 15 hours per week per child of 4yo kindergarten, up from 10.5 hours

per week.

• Change to staff: child ratios from 1: 15 to 1: 11 for 3yo and 4yo children attending kindergarten and

childcare centres.

• Changes to child: floor area ratios and stricter definitions of what is considered to be eligible indoor

floor space and outdoor play area at kindergartens and childcare centres.

• Funding of two years of kindergarten for disadvantaged children.

• Changes in Government support/rebate systems for long day childcare.

• Changes to building and access codes.

This change will continue to occur over at least the next eight years, leading up to the full introduction of funded

3yo kindergarten in 2029. Definite and potential changes that will or may occur in this period are the:

• Introduction of funded 3yo kindergarten funding by the State Government (definite).

• Changes to the Victorian Children’s Services Regulations which will require long day occasional care

facilities to provide outdoor play areas (definite).

• Further changes to building and access codes (potential).

• Regulation of the size of ancillary spaces – kitchen, offices, storage (potential).

• Further changes to staff: child and child: floor area and outdoor play area ratios (potential).

• Further changes in Government support/rebate systems for long day childcare (potential).

• School consolidations which present opportunities for the provision of kindergarten on school sites

(potential).

2.3 Implications of changes

The changes that have occurred over the past decade have significantly impacted on the demand for and the

design and capacity of kindergartens. These impacts are as follows:

• The introduction of the national education and care legislation, standards and accreditation process

has resulted in more emphasis being placed on learning and compliance. Centres are employing more

educators, assistants and administration staff than they were ten years ago. Educators are meeting

with parents more frequently and centres are purchasing larger volumes and varieties of educational

resources. This has created a need for meeting rooms and bigger office and storage areas.

• The introduction of the national education and care standards has resulted in a greater emphasis being

placed on the safety of children and staff. Centres are being designed to ensure that children can be

supervised at all times, i.e., clear visibility across indoor and outdoor areas and good connectivity

between the component spaces in the centres.

• The introduction of universal access and the changes to the staff: child ratios significantly reduced the

capacity of kindergartens. Kindergartens offering three groups of 4yo kindergarten per week had to

shed a group and kindergartens running groups with more than 22 children had to decide between

reducing to 22 children or engaging an additional staff member. The stricter definition of eligible floor

space and outdoor play area reduced the licensable areas at some centres, thus reducing their capacity.

• Kindergartens have also responded to universal access by offering longer session times, sometimes up

to 7.5 hours per day. Sleeping facilities are needed for children and enhanced amenities are needed

for staff.

Over the next decade, the action that will have the greatest combined impact on the design of and demand for

kindergarten facilities is the newly funded 3yo kindergarten program. Under the program, each 3yo child will




7

be funded to attend kindergarten for 15 hours per week. The funding is being introduced in tranches over 9

years and will be fully implemented by 2029. MRCC is in the third and final tranche – 5 hours per week of funded

3yo kindergarten in 2022, 15 hours per week available from 2023, full introduction by 2029.

2.4 Response of Councils and services from operation, planning and design perspectives

From an operational perspective, services have responded to the changes described above in different ways.

Some have hired additional teaching staff to enable them to offer the same or larger group sizes. Many have

employed more administration and compliance staff. Some have chosen to remain at the same teacher levels

and drop their group sizes. From planning and design perspectives, Councils have assessed the supply and

demand implications of the changes. They have identified what functional improvements (larger offices etc.)

and capacity increases are needed to satisfy the education and care legislation and standards and meet the

future demand for 3yo and 4yo kindergartens. Many have developed early years facilities plans which outline

the works they intend to take. Some have begun to implement these works.

MRCC has adopted this approach. It has collaborated with DET to conduct a kindergarten supply and demand

assessment for funded 3yo kindergarten. It has commissioned two planning studies. The initial study in 2011

considered the impact of the universal access and the impending change to staff and child ratio on kindergarten

supply. Council responded to the 2011 study by extending and redeveloping four kindergarten facilities to

provide additional capacity – Kathleen Kelly, Pasadena, De Garis, Irymple and Mildura South. It is about to

extend the Irymple Kindergarten to also provide additional capacity. The second study (this study) is focused on

identifying the facility implications of the introduction of funded 3yo kindergarten and the works required to

improve the functionality of the Council owned kindergarten facilities.

2.5 Supply and demand analysis - 3yo and 4yo kindergarten

2.5.1 Impact of 3yo funding on supply and demand

Currently, around 40% of MRCC’s 3yo children attend kindergarten for up to 10 hours per week (mostly 5 hours).

With Government funding, this could potentially increase to 90-100% of children (by 2029) for 15 hours per

week. Kindergartens that use a playroom for two groups of 4 year olds will be faced with the added demand of

two groups of 3yos for 15 hours. Without the provision of extra capacity, they will not be able to cater for one

of these extra groups, let alone two. The kindergartens may be forced to displace one of the 4yo groups to cater

for funded 3yo kindergarten. As a result, there may be unmet demand for either 3 or 4yo kindergarten (or both)

across MRCC. Note: around 120 four year old children would be displaced from the Council-owned kindergartens

in MRCC if the funded 3yo program was fully implemented in 2023 (from Irymple, De Garis, Mildura West,

Merbein and Mildura South).

2.5.2 Approach of services

The kindergarten providers operating from the Council owned kindergartens in MRCC were asked their positions

with respect to the introduction of funded 3yo kindergarten, in particular, whether they would be prepared to

operate their rooms at their current licensed capacities and/or provide rotational or mixed age kindergarten

groups. Their responses were as follows:

• The preference of all services was that 3yo group sizes be capped at a maximum of 22 children. Some

services were reluctantly prepared to go higher if demand warranted. They argued that large group

sizes for 3yo’s would compromise educational outcomes.




8

• Some services also preferred to cap their 4yo group sizes at 22. However, most were willing to go above

this figure.

• Ouyen, Millewa and Nangiloc already run mixed groups and will continue to do so. Underbool and

Murrayville would continue to offer integrated 3 and 4yo kindergarten programs. The preference of

the other services is to run separate 3 and 4yo groups. Some services were open to considering

rotational groups.

Irymple, De Garis, Mildura West, Mildura South and Merbein kindergartens confirmed that they would have to

terminate one or more of their 4yo groups to accommodate funded 3yo kindergarten. They were prepared to

do this but requested that consideration be given to providing their kindergartens with additional capacity

(another playroom) to enable them to retain the 4yo groups. All the services indicated that 3yo kindergarten

will increase their storage needs – for mattresses and more age specific teaching and play equipment (note:

Irymple Kindergarten is about to be redeveloped to provide a fourth playroom. It currently operates five 4yo

groups. It will still need additional capacity to provide for funded 3yo kindergarten).

2.5.3 KISP Analysis

A Kindergarten Infrastructure and Services Plan (KISP) has been produced for Mildura Rural City Council. The

Plan was developed by the State Department of Education and Training (DET) in collaboration with Council

officers. The Plan contains a supply and demand analysis for 3 and 4 year old kindergarten. The analysis was

undertaken on a municipal and local planning area basis and forecasts where and when over the next 8 years

there will be deficits in kindergarten supply. The analysis was based on a set of general supply and demand

assumptions that were applied to MRCC and other Victorian LGAs. It was also anticipated that the roll

out/uptake of 3yo kindergarten by services and families would be follows:

Three-Year-Old Kindergarten roll-out assumptions

2022 2023 2024 2025 2026 2027 2028 2029

Participation rate of 3yos 70% 75% 80% 85% 90% 93% 95% 100%

Average hours per week offered by kindergartens

5 7.5 9 10 12 13 14 15

The KISP analysis found that:

• MRCC will have a deficit of supply - equivalent to 5 children in 2022 rising to 126 children in 2029.

• On a local area basis, Mildura North and Mildura Region will have surplus supply through to 2029.

Merbein and Mildura South will have small deficits in supply (17 and 4 children in 2029) and Irymple

and Red Cliffs will have larger deficits (61 and 45 in 2029).

(NB Merbein has since had a new integrated Child Care Centre open which will offer a kindergarten

program)

Table 2 – Deficits in supply, local areas

2021 2022 2023 2024 2025 2026 2027 2028 2029

Mildura Rural City Council

0 5 19 36 48 68 84 100 126

Irymple 0 3 10 20 27 39 45 52 61

Red Cliffs 0 3 9 16 21 29 34 38 45

Mildura South 0 0 0 0 0 0 0 0 4

Merbein 0 0 0 0 0 0 5 10 17

Mildura North 0 0 0 0 0 0 0 0 0

Mildura Region 0 0 0 0 0 0 0 0 0




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2.5.4 Local context, KISP analysis

The KISP analysis contains a local context section. The section gave MRCC the opportunity to list factors and

information, other than the supply and demand analysis, which should be considered when planning the future

provision of kindergarten facilities. The following factors and information were outlined in the context section:

Social characteristics

• MRCC is a regional service centre. Families who live outside of the municipality use MRCC services,

including kindergarten.

• MRCC has pockets of significant disadvantage, in both its rural and urban areas. In the 2016 census,

MRCC was ranked the 5th most disadvantaged local government area in Victoria (out of 79 LGAs).

• 10% of children aged 0-4 years living in MRCC identify as Aboriginal or Torres Strait Islander.

• According to the Australian Early Development Census, children in Red Cliffs are ‘developmentally at

risk to a significant degree’ in communication skills, general knowledge, physical health, social

competence, emotional maturity and language and cognitive skills.

Demand and supply

• The preferences of parents regarding kindergarten service type and session length vary. Many prefer

stand-alone to integrated kindergarten; some want long sessions (7.5 hours), others prefer shorter

sessions of 3-6 hours.

• The KISP analysis projects that MRCC’s 3 and 4yo population will decline slightly over the next 10 years

(30-40 children). However, residential development is occurring in Mildura South, Mildura North,

Nichols Point and Irymple. The 3 and 4yo population in these areas could be higher than anticipated in

the KISP.

• New facilities have recently been built or are being planned that will add kindergarten capacity. These

include:

- A new childcare centre in Merbein (opened in 2021) – places included in the KISP analysis.

- Planning application for a new childcare centre in in Mildura South – anticipated places not included

in the KISP.

• Mildura South Development Plan covers an area of 180 hectares. An additional 4,400 residents could

ultimately live in this area.

• Nichols Point does not currently have a kindergarten or childcare service. Children from this location

travel to Mildura or Irymple. Previous community consultation suggested that consideration be given

to providing a kindergarten service in the Nichols Point area.

2.5.5 Distribution of kindergarten locations

The map below shows the location of the stand-alone kindergarten facilities in Mildura City. The map indicates

that:

• Four facilities are located in relatively close proximity – De Garis, Pasadena, St Margaret’s and Kathleen

Kelly.

• There is a gap in provision in the area west of Deakin Avenue between Eleventh and Fourteenth Streets.




10

The map below shows the locations of the stand-alone kindergarten facilities in the rural areas of MRCC. The

centres are well distributed. There is no service in Nichols Point.

No Location

1 De Garis

2 Mildura West

3 Pasadena

4 Mildura South

5 St Margaret’s

6 Kathleen Kelly

1

2

5

4

3

6

No Location

7 Merbein

8 Irymple

9 Red Cliffs

10 Nangiloc

11 Ouyen

12 Underbool

13 Murrayville

14 Millewa

7

8

9

10

11

12

14

13

Gap



Mild

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Mildura Rural City EYIP Final Report

12

2.5.6 Future proofing against changes in supply and demand

The KISP analysis is based on a number of assumptions e.g., staff to child and place to indoor floor area and

outdoor play area will remain the same, the early years populations in each local area will increase as per the

VIF projections, all existing kindergarten programs in MRCC will continue to operate through to 2029 and all

integrated kindergarten programs at childcare centres will provide kindergarten for 50 local children per 100

places. The analysis also assumes that the mix in demand between integrated and stand-alone kindergarten will

remain as it is now. These assumptions are reasonable but they are only assumptions. The ratios may change,

the early years population may increase by more than projected, St Margaret’s Parish may decide to use its

kindergarten building for other purposes, a childcare centre may choose not to offer a kindergarten program

etc. Therefore, it is important to ‘allow some fat’ in kindergarten supply in order to future proof the MRCC area

against unanticipated increases in demand or reductions in capacity.

2.6 MRCC’s response to funded 3yo kindergarten, population growth and future proofing

If funded 3yo kindergarten was introduced today and the demand for 3yo kindergarten at each Council owned

facility was the same as the current four-year-old demand, five 4yo groups would have to be dropped to

accommodate 15 hours of 3yo kindergarten (resulting in immediate and future loss of capacity). In addition to

this, some centres may not be able to satisfy demand generated by population growth (e.g., Mildura South,

Irymple and Mildura West) or respond to policy and legislative changes that impact on supply and demand.

MRCC can respond to the introduction of funded 3yo kindergarten in the following ways:

1. Do nothing other than the provision of fourth playroom at Irymple.

2. Address functionality issues at the kindergartens (if feasible) but not add capacity at the kindergartens

other than the fourth playroom at Irymple.

3. Address functionality issues and attempt to make up the lost capacity at the kindergartens that will

shed 4yo groups – De Garis, Mildura South, Mildura West, Irymple, Merbein.

4. Response 3 and/or provide capacity at new kindergarten locations, e.g., Mildura South, Nichols Point.

5. Response 4 and provide new capacity to meet part of the demand generated by potential early years

population growth in Mildura South, Irymple, Nichols Point and possibly Red Cliffs.

Response 1 (doing nothing) will shift the demand from the stand-alone kindergartens to integrated programs

offered by long day childcare centres and the non-Council owned stand-alone kindergarten. The KISP supply and

demand analysis suggests that the childcare centres and the non-Council stand-alone kindergarten in Mildura

City will not have the overall capacity to meet this demand. There would be no additional cost to Council other

than what it normally allocates to the general maintenance and upgrade of kindergarten facilities. This

response, however, will reduce the family choice of kindergarten models and settings. In time, as residential

development occurs, there is likely to be unmet demand in Irymple, Mildura South, Mildura North, Nichols Point

and possibly Red Cliffs. This response does not address ageing infrastructure or existing functionality issues or

futureproof for potential service closures and policy and legislative change. Response 2 will do the same as

Response 1 with respect to capacity, shifting and unmet demand and future proofing. Functionality issues will

be addressed. However, in some cases, addressing existing ageing and/or functionality issues may not be

possible without significant re-development. External funding could be applied for but there could be a

significant cost to Council.

Response 3 retains current levels of licenced capacity and accommodates the increased demand anticipated for

funded 3yo kindergarten. Where possible, existing infrastructure is made fit-for-purpose. However, it does not




13

meet demand from population growth in Irymple, Mildura South, Mildura North, Nichols Point and potentially

Red Cliffs or future proof against unanticipated supply and demand issues. Again, in some cases, addressing

existing ageing and/or functionality issues may not be possible without significant re-development. External

funding could be applied for but there would be a cost to Council, significantly higher than Response 2. Response

4 will do the same as Response 3 but recognises that it may be necessary to replace existing buildings with new

facilities. The cost is likely to be higher than Response 3. Response 5 will do the same as Response 4. In addition,

provision will be made for population growth and future proofing. This will be the highest cost option.

Table 3 – Response to funded 3yo kindergarten

Response 1 Do nothing other than fourth room at Irymple

Outcomes All Council kindergartens will lose capacity. De Garis, Mildura South, Mildura West, Irymple and Merbein will have to shed 4yo groups.

Shifts the demand from the Council owned stand-alone kindergartens to the integrated programs offered by long day childcare centres and the non-Council owned stand-alone kindergartens.

KISP analysis suggests that the long day childcare and early learning centres will have the capacity to meet most of this demand.

Issues Does not meet the shortfall anticipated in Irymple and Red Cliffs.

Reduces family choice of preferred kindergarten model and setting.

Does not address ageing infrastructure or existing functionality issues.

Does not futureproof for potential service closures, unanticipated increase in demand or altered policy/legislative directions.

Maintenance costs will rise. In time, buildings will have to be renewed or replaced.

Response 2 No additional capacity. Address ageing infrastructure and functionality issues

Outcomes All Council kindergartens will lose capacity. De Garis, Mildura South, Mildura West, Irymple and Merbein will have to shed 4yo groups.

Ageing infrastructure and functionality issues are addressed.

Shifts the demand from the Council owned stand-alone kindergartens to the integrated programs offered by long day childcare centres.

KISP analysis suggests that the long day childcare and early learning centres will have the capacity to meet most of this demand.


Reduces family choice of preferred kindergarten model and setting.

Addressing existing ageing and/or functionality issues may not be possible without significant re-development.

Does not futureproof.

Financial cost to Council.

Response 3 Attempt to make up the lost capacity at the kindergartens that will lose a four-year-old group – De Garis, Mildura South, Irymple, Mildura West and Merbein

Address ageing infrastructure and/or existing functionality issues

Outcomes Retains current level of licensed capacity and accommodates the increased demand anticipated for three-year-old session uptake.

Where possible, existing infrastructure is made fit-for-purpose.


Expansion may not be possible at some sites due to site constraints.

Preserves family choice of preferred kindergarten model and setting.


Does not futureproof.

Financial cost to Council.




14

Response 4 Attempt to make up the lost capacity at the kindergartens that will lose a four-year-old group, either on site or off site




New sites are developed if existing sites are not suitable for redevelopment.




Does not futureproof

Significant financial cost to Council

Response 5 Attempt to make up the lost capacity at the kindergartens that will lose a four-year-old group, either on site or off site

Provide additional capacity where population growth is anticipated to occur




New sites are developed if existing sites are not suitable for redevelopment.

Extra capacity is provided in Mildura City to meet demand generated by population growth.

Issues Meets the shortfall anticipated in Irymple and Red Cliffs.


Addresses existing ageing and/or functionality issues.

Futureproofs the centres to an extent.

Significant financial cost to Council.

2.7 Analysis of Options

2.7.1 Content and considerations

This section presents an assessment of kindergarten provision by local area. For the purpose of this report, the

local areas have been defined as Mildura City, Mildura Surrounds and Mallee Track. Each local area analysis

concludes with recommended redevelopment options for the Council owned kindergarten facilities in the local

area. The following information was considered in framing the redevelopment options:

• The number, mix and distribution of kindergarten locations.

• The findings of the supply and demand and distribution analysis.

• The comments of service providers regarding their preferred service delivery model for 3 and 4yo

kindergarten.

• The service providers suggested redevelopment options to enable their facilities to provide for 3 and

4yo kindergarten.

• The licensed capacity, enrolment numbers and group sizes at each kindergarten.

• The functionality issues at each kindergarten location.

• Site considerations for each location – setting, zoning, overlays, parking, trees, shape etc.




15

2.7.2 Local area assessments

1. Mildura City

• 14 kindergarten locations - 8 childcare/early learning centres and 6 stand-alone kindergartens. 6

facilities owned by Council – De Garis, Kathleen Kelly, Pasadena, Mildura West, Mildura South and

Playalong.

• KISP supply and demand analysis for the Mildura City local area indicates a surplus in supply through

to 2029.

• There is a geographical gap in provision in the area west of Deakin Avenue between Eleventh and

Fourteenth Streets.

• Mildura South is the City’s major growth front – 4,200 lots still available for development. Mildura

South Development Plan provides for the redevelopment of 180ha of land and an increase in

population of 4,000 people. Moderate growth is also likely to occur in Mildura East and North.

• A Neighbourhood Activity Centre has been identified for the Mildura South Development Plan area.

This could be a suitable location for a kindergarten facility.

• A planning permit has been lodged for a childcare centre in Mildura South. If this eventuates, more

kindergarten capacity will be provided.

De Garis

• Built in 1978, extended in 2014.

• Licensed for 57 places. 2 playrooms, 33 and 24 places.

• Caters for a disadvantaged community.

• Offers a bus service, which transports children to centre.

• Currently providing 3X4yo groups (29, 29 and 24 children) and two 3yo groups (both 22 children).

• Caps 4yo groups at a maximum of 29 children and 3yo at 22 children. Will continue to do this in the

future.

• Will have to shed one group of 4yo olds to provide for funded 3yo kindergarten.

• Can have 15 staff onsite at any one time.

• Has a comparatively small outdoor play area.

• Centre is landlocked – by roads and houses. No room to expand.

• Centre’s functionality issues are as follows:

- Parking: all on road, insufficient supply, causes conflicts with local residents

- Small office

- No meeting room

- No foyer

- Small kitchen

- Staffroom could be bigger

- No internal storeroom

- Storage area not directly connected to playroom

- Staff toilet not connected to indoor playroom.

Pasadena

• Built in 1965, extended in 2013.

• Caters for a disadvantaged community.




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• Currently providing 2X4yo groups (25 and 25 children) and 2X3yo groups (both 20).

• Preferred size for 3yos is 22 children, prepared to go to maximum of 25 for both 3yo and 4yos.

• On current numbers, can provide for funded 3yo kindergarten. Would have some spare capacity in

3yos.


• Offers a bus service which transports children to centre.

• Connected to M&CH centre.

• Centre is landlocked – by roads and houses. No room to expand.


- Parking on road – insufficient

- No foyer (service does not want foyer)

- Small main office

- Small staff toilet in second room

- Storeroom off second playroom is narrow and small

- No meeting or staff room

- Some parts of centre need updating.

Kathleen Kelly

• Built in 1980, extended in 2011


• Currently providing 2X4yo groups (28 and 28 children) and 1X3yo group (20). Has spare capacity for

one 3yo group.

• Preferred size for 3yos is 22 children, prepared to go to higher if rotational or mixed, even to 33.

• On current numbers, can provide for funded 3yo kindergarten. No spare capacity.


- No foyer (service does not want foyer)

- Small main office

- Children’s toilets need to be divided for privacy and surveillance reasons

- 2nd playroom should be made bigger

- Small main office

- Store in second room is too small

- No meeting room.

Mildura West

• Two detached buildings, main building constructed in 1961, second in 1991.


• Currently providing 3X4yo groups (29, 29 and 25 children) and 2X3yo groups (29 and 22).

• Will have to shed one group of 4yo olds to provide for funded 3yo kindergarten.

• Caps 4yo groups at a maximum of 29 children and 3yo at 22 children.


• Facility is not landlocked. Located in park.

• Has a comparatively small outdoor play area.


Main building:




17

- Small office

- No meeting room or staff room

- Children’s amenities not directly connected to outdoor play area

- Surveillance of children’s toilets from outdoor play area is difficult

- Internal storeroom too small

- Storage area not directly connected to playroom

- Staff toilet not connected to indoor playroom

- Indoor/outdoor ability could be enhanced.

Second building

- No foyer

- No meeting room (but service does not want)

- Indoor/outdoor ability could be enhanced.

Mildura South

• Built in 1971, extended in 2012

• Multiple overlays – DDO, DCO, special controls, salinity management


• Currently providing 3X4yo groups (all 22 children) and 3X3yo groups (all 22 children).

• Will have to shed one group of 4yo olds and one group of 3yos for funded 3yo kindergarten.

• Provider is prepared to go to groups of 29 children for 4yos. Would also consider bigger groups of 3yo,

if needed.

• Centre has the following functionality issues:

- Children’s toilets off playroom 1 are small. Surveillance from play area is difficult

- Kitchen and office off playroom 1 are small

- Main office does not have good visibility of office or front entry

- Old part of building needs general refurbishment.

• Two development options have previously been considered for the centre – a new facility at the nearby

school or redevelopment on current site. A third option could be considered – a single room facility at

the school site (in addition to existing centre).

Playalong

• Built in 1988.

• Multiple overlays – DDO, DCO, parking, special controls.

• Licensed for 37 places. 2 playrooms.

• Operates as a long day care centre. Does not currently offer kindergarten.

• Landlocked. Compact centre. Small spaces but reasonable functionality.

• The operation of the centre was recently reviewed. Review found that the centre provides a vital

service for vulnerable families but that its facilities are ageing, dated and comparatively small. Review

considered 5 options for the centre from closing the service through to providing a new service as part

of an integrated children’s centre. It recommended that the service be retained and rejuvenated over

3 stages. It suggested that the existing facility be modestly refurbished and consideration be given, in

the long term, to accommodating the service at new location in a new children’s centre.




18

Comments

• All the centres have functionality issues. Most could be addressed on site through a reconfiguration

and/or extension of spaces.

• Mildura South is a major residential growth front.

• There is a gap in kindergarten provision in the area west of Deakin Ave between Eleventh and

Fourteenth Streets.

• Three centres will lose capacity when funded 3yo kindergarten is introduced – De Garis, Mildura South

and Mildura West. They will have to shed 4yo groups and not be able to provide for some 3yo groups.

Mildura West and South will be able to absorb some of the shed children by operating their 4yo groups

at near their licensed numbers. They will not be able to absorb any of the 3yo children as the group

sizes will remain at 22 children.

• Council could let the demand be satisfied by integrated programs at childcare centres. Alternatively, it

could provide additional capacity at the existing locations and/or other sites in Mildura City.

• It would not be possible to provide additional capacity at De Garis. The site is too small. Also, any extra

activity at this site would exacerbate the existing carparking issues.

• There would be scope at Mildura West if the facility could encroach further into the park or relocate to

another section of the park.

• It would be possible to provide additional capacity at Mildura South by extending into the carpark but

it may be difficult and costly. It may also be difficult to achieve a functional design.

• Consideration could be given to the following options for adding to or replacing existing facilities:

- Acquiring properties adjacent to De Garis and expanding into these properties. This would rely on

properties becoming available. The carparking issues would remain.

- Relocating De Garis to a nearby park and converting its current site to open space. It would not be

a like for like swap. The new location would have to be larger to accommodate a bigger building,

outdoor play area and onsite parking.

- Relocating Mildura South to the nearby school site. Space could be an issue and funding/occupancy

arrangements could be tricky. This option is not considered to be feasible.

- Developing an additional or replacement facility at Ranfurly Primary School or the park adjacent to

the school. Again, space and the loss of open space would be an issue.

- Adding capacity at Kathleen Kelly to take the pressure off De Garis and Pasadena. Kathleen Kelly is

a large site and may be able to cater for an additional one or two playroom facility.

- Constructing a new facility in the Mildura South Development Plan area.

• Playalong provides a valuable service and should be retained and expanded. However, it cannot be

expanded at its current site. Consideration should be given to integrating it with other early years

programs.

Recommendations

• Redevelop the Katheen Kelly Centre as a four playroom room kindergarten facility or integrated

children’s centre with long day care, integrated kindergarten and sessional (stand alone) kindergarten.

Relocate the Playalong Program to the centre.

• Extend the De Garis facility at its current site (adjacent properties would have to be acquired) to provide

a 3 playroom facility. If not feasible, develop a 3 playroom centre at a suitable alternative site. If not

feasible, retain existing facility and address functionality issues.

• Redevelop the Mildura West facility as a 3 playroom centre either at its current location or at another

location in Mansell Reserve.




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• Develop a new children’s centre in the Mildura South Development Area. Centre to comprise 3

playrooms, 2 room M&CH centre, activity rooms and ancillary spaces.

• If feasible, redevelop the Mildura South facility as a 3 playroom facility at its current site. If not feasible,

retain and address the functionality issues at the Mildura South facility and develop a new 2 playroom

facility at Ranfurly Primary School or the park next to the school.

• Redevelop the Pasadena facility to address its functionality issues – small office, no meeting room,

small storage space off the second playroom, no foyer, small staff toilet.

• Retain the Playalong Centre in the short/medium term as a decanting facility for kindergartens that are

being redeveloped. Dispose of the facility in the long term (assumes the service is relocated to Kathleen

Kelly).

2. Mildura Surrounds

• 5 locations – 1 childcare/early learning centre and 3 stand-alone kindergartens. Council owns four

facilities – Merebin (Merbein), Irymple, Red Cliffs and Millewa.

• KISP supply and demand analysis indicates a deficit in supply in Irymple and Red Cliffs and tight supply

in Merbein.

• Residential development is occurring in Irymple. Development pressure is starting to occur in Red Cliffs.

Nichols Point is growing slowly.

• Irymple Kindergarten has many children attending that do not reside in Irymple. This is due to:

- Good reputation of service.

- Irymple is an outer lying suburb of Mildura and is the closest point for access for rural locations

such as Koorlong and Cardross.

- Nichols Point is close to Irymple. It does not have a childcare or kindergarten program.

• There are no long day care centres in Irymple or Red Cliffs. A new centre has recently been constructed

in Merbein.

Irymple

• Licensed for 88 places. 3 playrooms.

• Currently providing 5X4yo groups (all 22 children) and 3X4yo groups (all 22). Wants to cap 3yo groups

at 22. Reluctant but prepared to go higher for 4yos.

• Additional playroom being provided on site. May still have to shed one group of 4yos to provide for

funded 3yo kindergarten. Will need additional capacity to cater for funded 3yo kindergarten.

• Service provider is very satisfied with the design of the redeveloped facility.

Red Cliffs

• Built in 1948.

• Caters for a disadvantaged, growing community.


• Currently providing 2X4yo groups (29 and 29 children) and 2X3yo groups (both 22).

• Preferred size for 3yos is 22 children.

• On current numbers, can provide for funded 3yo kindergarten. Would have some spare capacity in

3yos.

• M&CH centre nearby.

• Option to expand on site.




20

• Centre is ageing and in declining condition. Centre’s functionality issues are as follows:

- Main office is small and not connected to playrooms

- Foyer spaces are small

- Limited storage

- No meeting room

Nangiloc

• Built in 1978.

• Licensed for 28 places. 1 playroom.

• Currently providing one mixed group (seven 4yos and four 3yos).

• Has spare capacity for second group and more enrolments - up to 22 – in existing group.

• Preferred max group size for is 22 children but prepared to go higher.

• On current numbers, can provide for funded 3yo kindergarten. Significant spare capacity.


- Kitchen is too small

- Sink needs to be lowered for children

- No foyer area (but service does not want)

- No meeting room (but service does not want).

Merbein

• Built in 1997. Had access to one playroom. Took over senior citizens space in 2011 to provide a second

room.


• Centre is considered to be highly functional. Children’s bathroom serving 2nd playroom is small.

• Currently providing 3X4yo groups (all 22 children) and 2X3yo groups (both 22).

• Preferred size for 3yos is 22 children. Prepared to go higher for 4yos.

• May have capacity to absorb 4yo enrolments when funded 3yo kindergarten is introduced by increasing

group sizes to 28-30. Will not be able to provide for third 3 year old group.

• Service is keen to offer 15 hours of 3yo in 2023.


• A new childcare centre has recently opened in Merbein. Will offer kindergarten from 2022 onwards.

May reduce demand for Merbein Kindergarten.

Millewa

• Built in 1997.

• Licensed for 22 places

• Offers mixed 3 and 4yo group, 9 children in 2021.

• Would like to offer 15 hours of 3yo in 2023 but staffing could be an issue.

• Centre has some functionality issues – no foyer, no meeting room, small storage, children’s toilets that

do not directly connect to outdoor play area. However, service provider does not consider the issues

to be serious because of the low group numbers and maintains that it would not be cost effective to

address these items.

• Service provider is more concerned about condition issues – jammed windows, defective fly wire

screens, holes under fences.




21

Comments

• Irymple is being extended to provide an additional playroom. However, there will still not be sufficient

room to cater for 3yo kinder and expected population growth. A second kindergarten location is

required. Nichols Point should be considered.

• Red Cliffs is operating at capacity and could not cater for population growth. Centre is ageing and poorly

functional. Red Cliffs scored poorly in AEDC indicating that children in Red Cliffs are ‘developmentally

at risk’. Consideration should be given to redeveloping the centre as a 3 playroom facility. M&CH centre

could be included. Community is asking that a multipurpose children’s centre be provided.

Redevelopment may not produce a functional building; replacement may be required.

• There are a number of community building in Red Cliffs. There is an opportunity to

rationalise/consolidate these buildings and incorporate a children’s centre.

• Nangiloc is an attractive functional facility. The kitchen needs redesign.

• Millewa has some condition issues that should be addressed.

• New childcare centre at Merbein will provide additional capacity but an additional playroom may still

be required at Merbein to meet 3yo demand. Existing building could be extended or new building

provided in adjacent block. Could be modular.

Recommendations

• Redevelop the Irymple centre to provide a fourth playroom and ancillary spaces.

• Develop an integrated children’s centre in Nichols Point at the old school site which includes a 2/3

playroom kindergarten, 2 room MCH centre and activity room/meeting rooms for children’s programs.

• Monitor demand for additional kindergarten capacity in Merbein. If required, provide a third playroom

(could be an extension of existing facility or new build).

• Undertake a community facilities analysis for Red Cliffs. Explore feasibility of providing a 3 playroom

kindergarten and 2 room M&CH centre/toy library as part of a larger precinct of community facilities.

• Redevelop the Nangiloc facility to provide a functional kitchen space.

• Address condition issues at Millewa facility.

3. Mallee Track

• 3 locations – all owned by Council.

• Early years population not expected to grow in Underbool or Ouyen. There may be some growth in

Murrayville.

• While Mallee Track kindergartens (Ouyen, Underbool and Murrayville) have not been identified as

exceeding capacity for the roll out of funded 3yo kindergarten, other issues are faced in these locations,

such as ageing infrastructure (in Ouyen and Murrayville) and integrated services (kindergarten and

childcare) not having suitable spaces for the different age cohorts.

Ouyen

• Built in 1971.

• Not located with other community facilities.


• Currently providing one mixed kindergarten group (11 children - seven 4yos and four 3yos)

• Has spare capacity for second group and more enrolments in existing group. Would consider groups

higher than 22. Can provide for funded 3yo kindergarten.





22

- Small office area

- No meeting/staff room

- No foyer

- No disability access

- Needs general updating

• Service provider would like to integrate service at a new site with M&CH, allied health and childcare.

Two playroom facility is preferred. Potential locations include the existing site and adjacent block,

school or MTHCS site.

Underbool

• Built in 1988.


• Offers an integrated program. Currently has 5 kindergarten enrolments. Enrolments fluctuate. Has

some spare capacity. Can provide for funded 3yo kindergarten.


- No meeting room/staff room

- No foyer or veranda

- Small office

- Office, kitchen and toilets need updating.

Murrayville

• Built in 1981.


• 7 kindergarten enrolments – attend as part of childcare program. Childcare program at capacity

• Would consider groups higher than 22 if affordable.


- No meeting/staff room

- No foyer or veranda area

- Poor connectivity

- No direct access to bathroom from external play area

- Bathroom is small

- Sleep areas not suitable

- Room size not suitable, second room is needed

- Needs general updating

Comments

• Ouyen Kindergarten is a reasonably good facility. Locating the kindergarten program with the M&CH

service and the MTHCS childcare program is a prudent measure from a service integration perspective.

However, it would be costly and difficult to justify if a new build was required. The Council owned block

next to the kindergarten site is currently being disposed of by Council. An integrated facility would fit

on the combined site. This would be the preferred location if a new build could be justified and grant

funding or partnership investment were available. If not suitable, the school or current MTHCS site

could be considered.




23

• Murrayville is at operating capacity. The building is poorly functional. There may be scope to redevelop

the existing facility to provide a functional two playroom facility and meet service demand. The senior

citizens space may have to be used. If not feasible at this site, the school should be considered.

• Underbool Kindergarten has some functionality and condition issues – no meeting room, staff room,

foyer or veranda. The office, kitchen and toilets need updating. The condition issues should be

addressed. Ideally the functionality issues would also be addressed but it may be difficult to justify

improvement works given the comparatively low enrolment numbers. Council should monitor

enrolment numbers and engage with MTHCS about the need for improvement works.

Recommendations

• Consider developing an integrated children’s centre in Ouyen. Facility to comprise a 2 playroom

childcare/kindergarten facility, consulting room for M&CH and other services and activity spaces for

other children’s programs. Examine the feasibility of locating this facility on the existing kindergarten

site and adjacent block. If not feasible, consider the school and MTHCS site as potential locations.

• Update the office, kitchen and toilets at the Underbool facility. Hold further discussions with MTHCS

about the merits of addressing the functionality issues at the facility - no meeting room, staff room,

foyer or veranda, small office.

• Redevelop the Murrayville facility to provide a functional children’s/community centre. Centre to

comprise a childcare/kindergarten facility, M&CH consulting room, ancillary spaces and an activity

room for general community activities. If not feasible, explore developing the centre at the school site

(could be a modular facility).




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3. MATERNAL AND CHILD HEALTH SERVICE

3.1 Service aims and functions

The M&CH service is a free, universal service that supports children’s health and development from birth until

school age (from 0-4 years). The service offers key age and stages consultations where children’s development

is monitored. The M&CH service primarily involves nurse to parent consultations, physical examination of

children and group information and education sessions for new parents.

3.2 Policy/legislation relating to M&CH facilities

The Mildura Rural City M&CH service is delivered from facilities strategically located across the municipality.

The centres cater for designated catchment areas. The amount of service offered at each location (i.e., the

number of sessions offered per week) is flexible and adjusted from time to time to match the volume and

complexity of demand generated by the location’s catchment population.

Unlike kindergartens and childcare centres, the design of M&CH facilities is not subject to special regulation or

standards. Suggestions relating to the design and configuration of centres are outlined in the Design Guide for

Victorian Children’s Services (DEECD-2007) and the Maternal and Child Health Service Program Standards (2009,

revised 2019). The guide and standards describe the component areas that should be considered for provision

in M&CH centres and make suggestions about the design and fit out of these areas. Practice Guidelines (2009)

have also been produced. They outline the testing and monitoring that should be undertaken at key stages in

a child’s development. The guidelines have design implications. For example, a 3m length (minimum) is required

for eye testing and a free play area that can fit child friendly tables and chairs is needed for clinical observations.

3.3 Trends in facility provision

Traditionally, M&CH services were delivered from single consultation room centres that were stand-alone or

attached to kindergartens. Sometimes in small rural and remote villages/districts, the services were delivered

from bush nursing hospitals, community halls and sports pavilions. In recent decades, Victorian Councils have

expanded the range of locations to include integrated early years centres, general community centres,

community health centres and shopfronts in commercial/retail centres.

M&CH consulting and waiting rooms are increasingly being used by other family and children’s services

professionals and for small group activities when not required for M&CH sessions. In terms of design, a modern

M&CH centre in a regional/rural setting comprises one or two consulting rooms, dedicated storage space and

convenient access (shared or dedicated) to a parent education/meeting room, waiting room, kitchen, staff

amenities area, family amenities area with baby changing facilities and nearby carparking area.

3.4 Audit of MRCC Maternal and Child Health Service

3.4.1 Number, setting and capacity

There are 12 M&CH locations in MRCC. 10 are situated in Council facilities. 4 have two consulting rooms and 6

have a single consulting rooms. 2 share their consulting rooms with other services – Underbool and Sunraysia

Community Health Service. 10 are located close to or integrated with other Council services – kindergartens,

seniors facility, Council service centre and community hall.




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Table 3 – Ownership and settings, M&CH locations

Location Address Setting/service integration Rooms

Mildura

Council Service Centre Deakin Ave, Mildura Owned by Council. Rooms at Council offices 2

Mansell Reserve Seventh St, Mildura Owned by Council. Centre in stand alone building near kindergarten and sports facilities

2

Pasadena Pasadena Grove, Mildura Owned by Council. Centre in a facility with kindergarten

2

Mildura South Lillie Lane, Mildura Owned by Council. Centre in a stand alone building near kindergarten

2

Sunraysia Community Health Centre

Pine Ave, Mildura Room at the community heath centre shared with other health services

1

Rural townships/districts

Merbein O’Bryan St, Merbein Owned by Council. Centre in a building with kindergarten

2

Irymple Casuarina Dve, Irymple Owned by Council. Centre in a standalone building at rear of kindergarten

1

Red Cliffs Guava St, Red Cliffs Owned by Council. Centre in a stand alone building near kindergarten

1

Nangiloc Kulkyne Way, Nangiloc Owned by Council. Room in a building with kindergarten

1

Ouyen Cooper St, Ouyen Owned by Council. Room at Council service centre

1

Underbool Cotter St, Underbool Room at the MTHCS centre. Room shared with other services

1

Murrayville Gray St, Murrayville Owned by Council Room in a community centre with kindergarten and seniors/community hall

1

3.4.2 Geographic distribution

There are 5 M&CH locations in Mildura City. Three are situated close to each other in Mildura North – Mansell

Reserve, Sunraysia Community Health Services Child and Family Hub and Councils Deakin Avenue Service

Centre. The Pasadena location caters for the central Mildura area and Mildura South for the southern area.

Council’s M&CH staff are satisfied with the distribution of the centres. They indicate that, in future, there may

be a need for location in the Nichols Point area.

No Location

1 Council Services Centre

2 Mansell Reserve

3 Pasadena

4 Mildura South

5 Sunraysia Community Health Centre

1

2

5

4

3




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There are 7 locations in the rural townships and districts outside of Mildura. The locations serve the townships

they are in and the surrounding rural districts. Council’s maternal and child staff are satisfied with the

distribution of the centres.

3.4.3 Condition and functionality

The centres are in reasonable condition. The centre at Red Cliffs needs refurbishment.

A highly functional M&CH Centre has the following attributes:

• Nearby carparking for parents and staff.

• Accessible entry door into centre which can preferably accommodate a double pram.

• Suitably sized waiting room.

• Suitably sized and configured consulting room (big enough for testing to be performed).

• Access to suitable amenities for staff and families including baby change facilities. Preferably, there would

be separate staff and family amenities.

• Access to suitable kitchen facilities.

• Access to suitable area for group sessions.

• Adequate storage.

6

No Location

6 Merbein

7 Irymple

8 Red Cliffs

9 Nangiloc

10 Ouyen

11 Underbool

12 Murrayville

7

8

9

10

11

12




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The Mildura M&CH facilities could be described as being reasonably functional. Most have adequate parking,

good size waiting rooms and access to suitable kitchen facilities and amenities. The facilities have good internal

connectivity with the kitchens, storage areas, amenities and consulting rooms at most locations being directly

connected to the waiting rooms. The facilities are deficient in two areas – the size of the consulting rooms at

all locations and provision of storage.

Table 4 – Functionality of M&CH facilities

Centre Functionality

Council Service Centre – Deakin Ave

Reasonably functional facility: - Small consulting room - Shared entry with other users

Mansell Reserve Reasonably functional facility: - Comprises an undercover entry area, two consulting rooms, waiting room, kitchen,

staff/family amenities - Consulting rooms are small. Waiting room is a good size - Lack of storage, small amenities - No suitable area for group sessions, waiting room could be used - Parking can be an issue is there is an event on at the reserve

Pasadena Functional facility: - Comprises an undercover entry area, two consulting rooms, waiting room, kitchen,

staff/family amenities - Consulting rooms are small, waiting room is a good size - Storage is inadequate - Amenities are small - No suitable area for group sessions, waiting room could be used

Mildura South Functional facility: - Comprises an undercover entry area, two consulting rooms, waiting room, kitchen,

staff/family amenities, storeroom - Consulting rooms are small, waiting room is a good size - Storage is adequate - Amenities are adequate

Sunraysia Community Health Centre

Some functionality issues: - Accessible location – flat accessible path, parking at front, families sometimes have to park in

median car park, can be dangerous - Good sized consulting - Access to shared kitchen and amenities - No access to space for group sessions

Merbein Reasonably functional facility: - Comprises two consulting rooms (one described as a feeding room/kitchen), waiting room,

staff/family amenities, store - Consulting rooms are small - Waiting room is small - Storage is good - No suitable area for group sessions, waiting room is too small

Irymple Functional facility: - Comprises one consulting room, waiting room, staff/family amenities, store and kitchen. - Consulting room is small - Waiting room is a good size - Storage is adequate - Amenities are small - No suitable area for group sessions, waiting room could be used

Red Cliffs Functional facility: - Comprises one consulting room, waiting room, staff/family amenities and kitchen. - Consulting room is small - Waiting room is adequate - Storage is inadequate - Kitchen is adequate - Amenities are adequate (staff and family are separate) - No suitable area for group sessions, waiting room could be used

Nangiloc Reasonably functional facility: - Comprises a dedicated consulting room and store. Shared entry, foyer, amenities and kitchen. - Consulting room is small, waiting room is a good size - Storage is adequate, shared amenities are adequate, shared kitchen is small - No suitable area for group sessions, waiting room is small




28

Centre Functionality

Ouyen Room at Council service centre. Basic facility

Underbool Room at MTHCS centre. Basic facility.

Murrayville Reasonably functional facility: - Comprises a dedicated consulting room, waiting room and store. - Shares kitchen and staff and family amenities - Consulting room is small, waiting room is adequate - Storage is adequate - Amenities are adequate (staff and family area separated) - No suitable area for group sessions, waiting room can be used

3.5 Supply and demand

The existing M&CH locations servicing MRCC can satisfy current demand. Some of the centres are near capacity,

other have some spare capacity, i.e., time during the week when they are not being used. Several factors impact

on the demand for the M&CH service – the 0-4 years population size, cultural background/ethnicity, socio-

economic status of families, Government requirements relating to the schedules of visits etc. As a universal

service, the main driver of demand is the 0-4 years population. According the VIF Forecasts, MRCC’s total

population is projected to increase by 6,000 over the next 15 years with the majority of the increase in Mildura

South and North. However, the 0-4 years population is projected to slightly decline (40 children).

3.6 Consultation with M&CH Staff

Council’s M&CH staff were asked to comment on the distribution, condition and functionality of and preferred

delivery model for M&CH facilities across Mildura Rural City. Their responses were as follows:

• The distribution of M&CH locations is largely satisfactory. There is a gap in Nichols Point.

• The facilities are generally in good condition. Some, e.g., Red Cliffs, need a general refurbishment.

• The Irymple facility has a single room. Consideration should be given to providing a second room to

cater for population growth.

• The centres are reasonably functional. The main deficiency is the small size of the consulting rooms at

most locations. There are carparking/access issues at some locations and some facilities have small

kitchens, storage areas and waiting rooms.

• The preferred facility delivery model is two room centres (urban areas) and one room centres (small

townships) integrated with other early years services. A larger central facility should be provided in

Mildura City which has multiple consulting rooms, spaces for parent sessions and suitable associated

ancillary spaces – amenities, baby change, storage.

• Sunraysia Community Health Services (SCHS) operates a child and family hub. It is exploring the

feasibility of expanding the hub and relocating it to a prominent, central location in Mildura. SCHS is

keen for a maternal and child health service to operate from the hub. This service could be the central

facility described above and replace the venue at Council Deakin Avenue Service Centre. The Alfred

Deakin Centre is also a potential location for a central facility.

• Provision should be made for M&CH at any new kindergarten locations, e.g., Nichols Point, Mildura

South.

3.7 Recommendations

• Partner with Sunraysia Community Health Services to provide a M&CH centre from the proposed child

and family hub. The Centre could comprise 2-4 consulting rooms and spaces for parenting sessions

and like activities.




29

• If the SCHS service is not feasible, develop a 2-4 room facility with activity spaces at a redeveloped

Alfred Deakin Centre.

• Close the M&CH centre at the Deakin Avenue Service Centre.

• Incorporate a new 2 room facility in the proposed redeveloped or new children’s centre at Mansell

Reserve.

• Redevelop the Pasadena M&CH centre to provide larger consulting rooms, amenities and storage

areas. Explore how the centre could be better integrated with the kindergarten.

• Explore the option of providing a single M&CH location in Mildura South. This could be a 4 room facility

with activity rooms located in the Mildura South development area children’s centre.

• If not feasible, incorporate new centres at the Ranfurly and Mildura South development area children’s

centres. Facilities to comprise 2/3 consulting rooms, waiting room, storeroom, kitchen, amenities and

activity room for parent sessions etc.

• Retain the existing Mildura South Centre in the short/medium term as a decanting facility for M&CH

facilities that are being redeveloped. Dispose of the facility in the medium/long term.




30

4. INFRASTRUCTURE PLAN

4.1 Introduction

This section outlines the proposed Early Years Infrastructure Plan. The Plan draws on the findings and

recommended actions from the previous sections of this report. The Plan, particularly the recommendations

relating to individual facilities, needs to be the subject of further review and consultation with Council staff,

service users and managers, local communities and the State Department of Education and Training.

4.2 Infrastructure Plan

4.2.1 Provision principles and objectives

The Infrastructure Plan is underpinned by the following principles/objectives:

• Maintaining Council’s proportion of kindergarten supply.

• Providing sufficient capacity to satisfy anticipated existing and future demand, including demand

generated by the introduction of funded 3yo kindergarten.

• Future proofing against unanticipated increases in demand and measures that may reduce capacity.

• Ensuring compliance with relevant legislation and building codes.

• Providing safe, fit for purpose, functional, flexible and integrated facilities.

• Achieving an equitable spread of facilities.

• Optimising usage and viability.

• Ensuring facilities area accessible to children, parents and staff with disabilities and other additional

needs.

4.2.2 Action Plan

The recommended actions with respect to Council’s early years facilities are listed in Table 6. They are presented

by local area – Mildura City, Mildura Surround and Mallee Track. Costs have been assigned to the actions, where

relevant. The costs are broad estimates based of floor area and play area rates and recent experience in Mildura

(e.g., the cost estimate for the additional room at Irymple) and will need to be firmed up through more detailed

concept planning and QS costing processes. Priorities/timelines have also been assigned, where relevant, to

each action. Several factors were considered in determining the timelines/priority of the actions. These factors

were:

• The findings of the KISP analysis – i.e., do the works relate to facility in a local area where there is a

forecast deficit in supply.

• The eligibility of the projects for external capital funding and the likelihood of securing funding.

• Works needed to address a gap in provision on a geographic basis.

• Works needed to satisfy current unmet or imminent demand for 4yo kindergarten.

• Works required to provide for the introduction of funded 3yo kindergarten (by 2029).

• Works needed to address significant condition, compliance and/or safety issues.

• The comparative level of functionality of the facility and recent and current levels of demand.

• The level of disadvantage and vulnerability in the community served by the facility.

• The capital cost of the proposed development works.

• The extent of preplanning that has already been undertaken for the development works.

• The level of support from the staff, users and managers of the facility for the actions.




31

Table 6 – Priority projects

Location Description Priority Comments/justification

PLANNING

SCHS M&CH M&CH centre at child and family hub 1 SCHS about to undertake planning project

Underbool Assessment of need for functionality improvements

1 Needs to be resolved to determine whether any redevelopment may occur in the future

Red Cliffs Community facilities study. Location and design plan for children’s centre.

2 Ageing and poorly functional centre Deficit in supply

De Garis Investigation of development options and determination of preferred option

2 Needs to be resolved in order to provide additional capacity for the funded 3yo kinder

Nichols Point Concept plans for Nichol’s Point Children’s Centre

3 Gap in supply

Mildura South Investigation of Ranfurly and Mildura Sth options

4 Needs to be resolved in order to provide additional capacity for the funded 3yo kinder

Kathleen Kelly Investigation of development options and determination of preferred option, including future of Playalong Centre

5 Spare capacity Needs to be resolved before other investigations are undertaken

Ouyen Investigation of redevelopment options 6 Needs to be resolved to determine preferred development option

Murrayville Investigation of redevelopment options 6 Needs to be resolved to determine preferred development option

Mildura West Investigation of Mildura West options 7 Needs to be resolved in order to provide additional capacity for the funded 3yo kinder

Merbein Investigation of redevelopment options 7 Needs to be resolved in order to provide additional capacity for the funded 3yo kinder

DEVELOPMENT

Irymple Provision of fourth room 1 Already planned and funded

Underbool Addressing condition issues 1 Minor works which could be undertaken quickly

Red Cliffs Selected development option 2 Needs to be undertaken in order to provide additional capacity and replace an ageing and poorly functional facility

Nichols Point Children’s centre 3 Gap in supply

Mildura South Selected development option 3 Needs to be undertaken in order to provide additional capacity for the funded 3yo kinder

De Garis Selected development option 4 Needs to be undertaken in order to provide additional capacity for the funded 3yo kindergarten

Mildura West Selected development option 4 Needs to be resolved in order to provide additional capacity for the funded 3yo kindergarten

Merbein Selected development option 4 Needs to be resolved in order to provide additional capacity for the funded 3yo kindergarten

Kathleen Kelly Selected development option 5 Needs to be undertaken in order to provide additional capacity for the funded 3yo kindergarten or resolve future of Playalong Centre

Underbool Redevelopment of centre (only if decision made to upgrade centre)

TBD My need to be undertaken to address functionality issues




32

Location Description Priority Comments/justification

Mildura South Development Centre

Children’s centre TBD Dependent on timing of residential development

Ouyen Selected development option TBD Subject to funding availability

Murrayville Selected development option TBD Subject to funding availability

4.2.3 Funding

The implementation of the Facilities Action Plan will require the allocation of resources for planning, designing,

constructing, commissioning, overseeing and maintaining the facilities. Capital funds will be required to convert,

extend or refurbish existing facilities. Government funding may become available for some projects. Resources

will also be needed to maintain and renew the buildings over their lifecycles.

Most of Council’s early years facilities will be impacted in some way and Council officer time will be required to

manage communications and relationships with staff and service users. Council officers will also be heavily

involved in assisting with the preparation of concept plans and organising temporary or permanent locations

for any displaced programs.

4.3 Provision of temporary alternative locations

Redevelopment works are proposed for most of the early years facilities. In some cases, the works could

proceed with some inconvenience but no major disruption to the service occupying the facilities. In some cases,

the services will have to relocate while the works are being carried out. In some cases, the relocation will be for

a short period; in other cases, the relocation could be for a lengthy period. Consideration will need to be made

for travel constraints experienced by families who do not have access to private transport.

Some services will need temporary facilities. For kindergarten programs, this facility will need to be of a high

enough standard to be licensed as an education and care centre or children’s services facility. The requirements

for M&CH centres will not be as stringent but the facilities will need to be functional, accessible and in good

condition.

Options include:

• Maximising enrolments at other existing facilities.

• Redeveloping an old hall or like facility as a temporary early years facility.

• Portable buildings on the current site or nearby early years site.

• Portable buildings in an adjacent or nearby park.

• Portable buildings in a nearby school.

• Temporary relocation to another suitable existing site – e.g., Playalong.

• Temporary relocation to a new facility – e.g., build Nichols Point and uses it initially as a decanting site.




33

4.4 Communication and engagement plan

The adoption and implementation of the Early Years Infrastructure Plan will have implications for the families

and children that use Council’s early years services, the organisations that fund the services (DET and Council),

communication and service staff.

Some actions will cause disruption to the services – sessions being disrupted by building works, staff being

shifted to other locations etc - and will have to be handled carefully and skilfully. Council will need to develop

and implement an effective, targeted communication plan. The plan should contain specific strategies for

different stakeholders and, in all cases, explain the rationale behind and benefits of the relevant

recommendations in the facilities plan. The early years team may need professional assistance with developing

and implementing the communication and engagement plan.

4.5 Monitoring and review

The Early Years Infrastructure Plan should be treated as a ‘living document’. It should be formally reviewed on

a yearly basis in time for the formulation of Council’s annual budget and amended after the adoption of the

budget. A major review should also be conducted after two to three years (prior to the review of the KISP).

Council’s Manager of Community Care should be responsible for ensuring the Early Years Facilities Plan is

reviewed and amended. Matters/developments that could prompt amendments to the Plan or should be

considered in the annual and three yearly reviews are as follows:

• The outcomes of the investigations recommended in the Early Years Infrastructure Plan.

• Completion of projects listed in the Early Years Infrastructure Plan.

• Decisions made to delete, change or add projects to the Early Years Infrastructure Plan (e.g., through

the capital works budget development and adoption process or by other resolution of Council).

• Legislative and policy changes (Government and Council) that impact on the demand for and the design

and capacity of early years infrastructure e.g., funding of 3yo kindergarten.

• Formal approval of major development sites where the number of dwellings are substantively higher

or lower than the number of dwellings anticipated in the supply and demand analysis undertake for

this reports.

• The production of revised population forecasts (VIF).

• The outcomes of the KISP review process.

• Significant demographic change in Mildura Rural City or in certain local areas e.g., significant changes

in the mix of Mildura’s migrant population, growing disadvantage in certain local areas etc.

• Changes to preferred facility delivery models for early years infrastructure types as a result of

Government funding requirements, community expectations and other external factors.

• Changes to Government capital funding programs for early years infrastructure.

• The completion of strategy plans, feasibility studies, masterplans, land-use plans etc that contain

recommendations and other information (e.g., timeframe for developments, land area requirements,

land costs, construction costs, funding sources) which are material to the actions contained in the Early

Years Infrastructure Plan and/or require new actions to be included in the Plan.

• The availability of other information that will help to refine the information presented in the Early Years

Infrastructure Plan – e.g., concept plans, building plans, formal costings etc.



MR

CC

EYIP

Fin

al Re

po

rt

34

Table

5 – Fa

cilities A

ction

Plan

Locatio

n

Actio

n

Est Co

st Tim

elin

e

Co

mm

en

ts

MILD

UR

A C

ITY

Kin

de

rgarten

Kath

leen

Kelly

Explo

re the feasib

ility of re

develo

pin

g the K

athee

n K

elly Ce

ntre as a

mu

lti-playro

om

centre (n

ew o

r red

evelop

ed

). Op

tion

s to co

nsid

er:

1)

Red

evelop

ing as a stan

dalo

ne 3

or 4

playro

om

kind

ergarten

- eithe

r as a n

ew b

uild

ing o

r two

detach

ed

bu

ildin

gs (the existin

g and

new

b

uild

ing.

Plan

nin

g – $1

5K

$2

-4.5

m

By 2

02

4

Befo

re 20

29

If Op

tion

2 is p

ursu

ed, it m

ay no

t be

necessary to

extend

De G

aris. Ch

ildre

n co

uld

b

e bu

ssed

to fro

m D

e Garis to

this cen

tre.

Man

ageme

nt o

f the facility w

ou

ld h

ave to b

e reso

lved.

2

) R

elocatin

g the P

layalon

g Cen

tre to th

e facility and

redevelo

pin

g as a ch

ildre

n’s cen

tre with

lon

g day care, in

tegrated

kind

ergarten an

d

session

al (stand

alon

e) kind

ergarten.

$3

m

20

29

De G

aris In

vestigate/explo

re thre

e op

tion

s:

1)

Prep

aring sketch

plan

s for a 3

-playro

om

fun

ction

al (new

or

redeve

lop

ed) kin

de

rgarten

facility at curren

t locatio

n. In

red

evelo

pm

ent o

ptio

n, ad

dre

ss existin

g fun

ction

ality issues: n

o

foyer, sm

all office, sm

all kitchen

, no

intern

al storero

om

and

no

m

eeting ro

om

. Pro

vide fo

r on

site carparkin

g. Examin

e the feasib

ility o

f acqu

iring ad

jacen

t pro

pertie

s to acco

mm

od

ate this facility.

Plan

nin

g - $2

5K

Pu

rchase o

f p

rop

erties - $

70

0k

Red

evelop

me

nt

- $2

.5m

By 2

02

4

Imp

lemen

tation

- b

efore 2

02

9

As p

er th

e abo

ve, it may n

ot b

e necessary to

exten

d o

r relocate D

e Garis if K

athlee

n K

elly is exp

and

ed.

2

) P

reparin

g sketch p

lans fo

r a new

3 p

layroo

m fu

nctio

nal

kind

ergarte

n facility. Exam

ine feasib

ility of d

evelop

ing th

is new

facility o

n a n

earby o

pe

n sp

ace parcel an

d co

nvertin

g the D

e Garis

to o

pen

space.

$4

m

Imp

lemen

tation

- b

efore 2

02

9

3

) If 1

) and

2) are n

ot feasib

le, retain th

e existing D

e Garis facility an

d

recon

figure to

add

ress fu

nctio

nality issu

es. $

40

0k

Imp

lemen

tation

- b

efore 2

02

9

Mild

ura W

est Exp

lore tw

o o

ptio

ns:

1)

Extend

ing an

d re

deve

lop

ing th

e existing facility to

pro

vide

: -

An

add

ition

al 22

-30

place p

layroo

m, an

cillary spaces (sto

re, staff am

enitie

s, kitche

n, ch

ildren

’s amen

ities, po

ssibly o

ffice), o

utd

oo

r p

lay area (20

0-2

70

m2

) and

carparkin

g. -

An

M&

CH

space w

ith 2

con

sultin

g roo

ms, w

aiting ro

om

, kitch

enette, staff an

d fam

ily ame

nitie

s -

A reco

nfigu

red fu

nctio

nal m

ain kin

dergarte

n b

uild

ing: ch

ildren

’s am

enitie

s are directly co

nn

ected to

the p

lay area, larger office

and

meetin

g roo

m.

Plan

nin

g – $2

0k

$2

.5m

By 2

02

4

Imp

lemen

tation

- b

efore 2

02

9

Kin

dergarte

n b

uild

ings are alread

y detach

ed

. It m

ay be d

ifficult to

achie

ve a fun

ction

al d

esign. A

lso, it is likely th

e facility wo

uld

n

eed to

encro

ach in

to th

e croq

ue

t club

area. Th

is op

tion

may n

ot b

e feasible.

2

) R

eplacin

g the existin

g bu

ildin

g at Man

sell Reserve w

ith a ch

ildre

n’s

services cen

tre wh

ich co

mp

rises a 3-p

layroo

m kin

dergarten

, 2 ro

om

M

&C

H cen

tre, ancillary sp

aces and

ou

tdo

or p

lay area.

$4

m

Imp

lemen

tation

- b

efore 2

02

9



MR

CC

EYIP

Fin

al Re

po

rt

35

Locatio

n

Actio

n

Est Co

st Tim

elin

e

Co

mm

en

ts

Mild

ura Sth

D

evelop

a new

child

ren

’s centre in

the M

ildu

ra Sou

th D

evelop

men

t A

rea. Cen

tre to co

mp

rise 3 licen

sed ro

om

s, 2 ro

om

M&

CH

centres,

activity roo

ms an

d an

cillary spaces.

$4

.5m

W

hen

area is d

evelop

ed

Th

e ord

er of th

ese cou

ld b

e swap

ped

.

Exp

lore th

ree develo

pm

en

t op

tion

s for th

e existing M

ildu

ra Sth

Presch

oo

l:

1)

Pro

vide an

add

ition

al roo

m an

d an

cillary space

s on

the existin

g site b

y expan

din

g into

the carp

ark (M&

CH

centre w

ill have to

be

relocated

to m

ake way fo

r replacem

ent carp

ark)

Plan

nin

g – $3

0K

$1

.5m

By 2

02

4

This is likely to

be a tigh

t fit. It will also

be

difficu

lt to ach

ieve a fun

ction

al design

.

2

) If n

ot feasib

le, explo

re the p

oten

tial for d

evelop

ing a 2

-playro

om

cen

tre with

M&

CH

centre

on

the o

pen

space p

arcel next to

Ran

furly

PS.

$3

.5m

Im

plem

entatio

n

- befo

re 20

29

Lan

d availab

ility on

the sch

oo

l site may b

e an

issue.

3

) If n

either are feasib

le, retain an

d red

evelo

p M

ildu

ra Sou

th to

ad

dre

ss fun

ction

ality issues: larger kitch

en

and

office o

ff playro

om

2

, better visib

ility of en

trance fro

m m

ain o

ffice, refurb

ishm

ent o

f o

ld sectio

n o

f centre

.

$4

00

K

Imp

lemen

tation

- b

efore 2

02

9

Pasad

ena

Red

evelop

existing cen

tre to ad

dress fu

nctio

nality issu

es – small o

ffice, n

o m

eeting ro

om

, small sto

rage space o

ff the seco

nd

playro

om

, no

fo

yer, small staff to

ilet.

$2

00

k Im

plem

entatio

n

- befo

re 20

29

Playalo

ng C

entre

Retain

in th

e sho

rt/med

ium

term as a d

ecantin

g facility for

kind

ergarte

ns th

at are bein

g red

evelop

ed. D

ispo

se of th

e facility in th

e lo

ng term

.

- -

Assu

mes P

layalon

g pro

gram is relo

cated o

r clo

sed.

M&

CH

Sun

raysia Co

mm

un

ity H

ealth Se

rvices P

artner w

ith SC

HS to

pro

vide a M

&C

H cen

tre from

the p

rop

osed

child

an

d fam

ily hu

b. Th

e Ce

ntre co

uld

com

prise 2

-4 co

nsu

lting ro

om

s and

sp

aces for p

aren

ting se

ssion

and

like activities.

Leased sp

aces 2

02

5

SCH

S is abo

ut to

com

men

ce a plan

nin

g p

rocess fo

r the h

ub

. Co

un

cil sho

uld

p

articipate in

this p

rocess.

The D

eakin C

entre

If the SC

HS service is n

ot feasib

le, develo

p a 2

-4 ro

om

facility with

activity sp

aces at the re

deve

lop

ed

Deakin

Cen

tre. $

60

0,0

00

2

02

5

Co

un

cil is abo

ut to

un

dertake a p

lann

ing

pro

cess for th

is cen

tre. This

recom

men

datio

n sh

ou

ld b

e con

sidere

d in

th

is pro

cess.

Civic C

entre – D

eakin A

ve C

lose th

e cen

tre. -

-

Man

sell Reserve

Inco

rpo

rate a new

2 ro

om

facility in th

e pro

po

sed o

r redeve

lop

ed o

r n

ew ch

ildren

’s cen

tre at the re

serve.

Inclu

de

d ab

ove

Imp

lemen

tation

- b

efore 2

02

9

May n

ot b

e feasible in

the re

deve

lop

men

t o

ptio

n.

Pasad

ena

Red

evelop

to p

rovid

e larger con

sultin

g roo

ms, am

enitie

s and

storage

areas. Explo

re ho

w th

e centre co

uld

be b

etter in

tegrated w

ith th

e kin

de

rgarten

$1

50

k 2

02

5



MR

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Locatio

n

Actio

n

Est Co

st Tim

elin

e

Co

mm

en

ts

Mild

ura So

uth

d

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Page 138

14.7 AMENDMENT C104MILD - PLANNING SCHEME REVIEW AND PLANNING POLICY FRAMEWORK (PPF) TRANSLATION - ADOPTION OF AMENDMENT


Council resolved to prepare Mildura Planning Scheme Amendment C104mild (the amendment), which gives effect to both the Planning Policy Framework (PPF) translation and the adopted recommendations of the Mildura Planning Scheme Review Report April 2019 along with other adopted reports. The purpose of this report is to recommend Council adopt the amendment as exhibited subject to changes in accordance with the recommendation of the Independent Panel appointed to consider the submissions.

2. Recommendation

That Council adopt Amendment C104mild as exhibited subject to changes in accordance the recommendations of the Independent Panel and forward to the Minister for Planning requesting approval.

3. Background

Amendment C104mild (the amendment) updates future planning strategies and local planning policies for Mildura, adds a number of adopted strategic plans including some of the recommendations from the Mildura Planning Scheme Review Report 2019 and corrects mapping and textual errors. The amendment implements the outcomes of the following adopted Council reports:

• Mildura Planning Scheme Review Report (2019)

• Mildura Council Plan (2017-2020)

• Mildura Retail Strategy Review (2018)

• Loddon Mallee Waste and Resource Recovery Group Report Implementation

Plan (2017)

• Issues Paper: Special Use Zones 8 and 9 and DDO10 and 11 (2018).

The amendment also includes a number of changes involving the translation of the Department of Environment, Land, Water and Planning (DELWP) new Planning Policy Framework (PPF), aimed at improving the structure and layout of the Mildura Planning Scheme, for easy use and understanding. The draft amendment including the Planning Policy Framework (PPF) translation work, prepared by consultant John Keaney, was adopted at the Ordinary Meeting of Council on 26 August 2020. The amendment has progressed by relying on assistance and guidance from the Department of Environment, Land, Water and Planning (DELWP) Planning Support Team, with respect to the new Amendment Tracking System, including the complex


Page 139

uploading and authoring of a plethora of amendment documents. The pathway of the amendment to date includes as follows:

• 18 December 2020 – Mildura Rural City Council (Council) lodged Amendment C104mild (the amendment) with DELWP for authorisation

• 3 May 2021 - DELWP provided Council with authorisation subject to 75 conditions

• 18 June 2021 - Council re-lodged the amendment having addressed the conditions

• Public exhibition for an extended period of eight weeks was undertaken from 20 August 2021 to Monday 18 October 2021

• Council resolved on responses to submissions in December 2021 and referred all submissions to an Independent Panel (the panel)

• Council must consider the recommendations of the panel when the amendment is considered for adoption by Council.

The panel held a Directions Hearing on 3 March 2022 (on-line) and the full hearing was held on 30 March 2022 (on-line and live-streamed via YouTube on Council’s website www.mildura.vic.gov.au). Representation on behalf of Council was by Mr Keaney.

The Panel Report was received at Council on 8 April 2022 (attached to this report), provided to Councillors on 12 April 2022 and subsequently made available on Council’s website.

4. Consultation Proposed/Undertaken The amendment was exhibited in accordance with legislative requirements from 20 August 2021 to 18 October 2021, involving broad notification as follows:

• Notice published in the Sunraysia Life, Sunraysia Daily and Victorian Government Gazette

• Letters sent to landowners of all land affected by a mapping change to zones and overlays

• Letters sent to all landowners affected by Issues Paper: Special Use Zones 8 and 9 and DDO11 and 11 (2018)

• Letters sent to all landowners affected by Loddon Mallee Waste and Resource Recovery Group Report Implementation Plan (2017)

• Letters sent to Mildura Airport Pty Ltd

• Letters sent to Referral Authorities/Government Authorities

• Letters sent to local development industry professionals

• Letters sent to Prescribed Ministers

• Advertised on Council’s website

• Media Release. Due to the Covid-19 Pandemic circumstances, notice included the option for persons to contact Council directly should they not have access to the internet, or the offices were closed or not accessible during office hours, to make alternative arrangements to view the amendment documents or copies of submissions. 21 submissions were received at the close of exhibition along with three late submissions and all were considered.

http://www.mildura.vic.gov.au/


Page 140

5. Discussion The Panel Report was received by Council on 8 April 2022. The panel found that the amendment was consistent with the new policy framework introduced by Amendment VC148, was consistent with Ministerial Direction on the Form and Content of Planning Schemes and appropriately introduced new material from other strategic work to ensure it is as up to date as possible. The panel noted the ‘Key issues’ raised in submissions included:

• requests to rezone and amend overlay controls for some land

• whether these submissions were within the scope of the amendment

• how to manage existing dwellings in the urban transition area between Mildura and Irymple

• minor edits, corrections and updates. A full report and recommended response is included in the Planning Authority Response to Panel Report – April 2022 by Mr Keaney (as attached to this report). As identified in the attached response report, the panel agreed with Council that those submissions requesting a change in planning controls for land that have not been exhibited, are beyond the scope of the amendment. The panel also noted that some submissions requested more certainty for existing dwellings in the Fifteenth Street transition area and supported proposed changes in Schedule 8 to the Special Use Zone but not Schedule 9. The panel also found that further post exhibition changes proposed were minor edits, updates or corrections that it supported. The panel therefore concluded that Amendment C104mild (the amendment) was supported by and implemented, the relevant sections of the Planning Policy Framework (PPF) and was consistent with the relevant Ministerial Directions and Practice Notes. The amendment was well founded and strategically justified and should proceed. On that basis, the panel recommended that Mildura Planning Scheme Amendment C104mild be adopted as exhibited subject to the recommendations discussed in detail at Section 9 in the attached response report and as discussed in its report (as presented). It can be seen that the changes recommended involve relatively minor modifications to the extensive exhibited material overall, consistent with the adopted Council position. It is considered appropriate therefore that Council should adopt the amendment in accordance with the recommendations of the panel and the Planning Authority Response to Panel Report – April 2022.

6. Time Frame

Timeline Event

September 2017 Loddon Mallee Waste Resource and Recovery Group Report Adopted

October 2018 Retail Strategy Adopted SUZ 8 and 9 Issues Paper Adopted

November 2018 VC148 (PPF Translation Required)


Page 141

April 2019 Planning Scheme Review Adopted

November 2019 Councillor Briefing (PPF)

June 2020 Councillor Briefing (PPF)

June 2020 C110mild (MOIA Dwellings on Small Lots and Specific Controls Overlay)

August 2020 Adoption of the Planning Policy Framework (PPF) Translation

December 2020 Requested Authorisation

May Authorisation received subject to conditions

June 2021 Revised documents lodged

Aug-Oct 2021 Exhibition

December 2021 Request Independent Panel

3 March 2022 Directions Hearing

30 March 2022 Panel Hearing

8 April 2022 Panel Report received

7. Strategic Plan Links

This report relates to the Council Plan themes: Environment Goals to be achieved:

• Protect and enhance natural environment; and

• Increased community knowledge, skills and action to live sustainably. Place Goals to be achieved:

• A well-developed long-term land use vision;

• Diverse open spaces and public facilities that are well-connected, accessible; resilient and promote active healthy lifestyles;

• Sustainable infrastructure that meets the current and future community needs;

• Improved transport services for our region;

• A transport network that is fit-for-purpose;

• Access to affordable housing, including social housing, that is appropriate for the housing needs of very low, low and moderate income households;

• Enable projects that enhance and activate our community; and

• Vibrant, prosperous and activated CBD and town centres. Economy Goals to be achieved:

• An agile economy underpinned by innovation and industry diversity that attracts investment;

• Access to digital infrastructure to support education health and economy; and

• Mildura Regional Airport is a major air traffic gateway for the region.


Page 142


9. Implications Policy Amendment C104mild (the amendment) implements the findings of Council’s adopted strategies, in particular the Mildura Planning Scheme Review Report 2019 (part). The amendment implements recommendations to amend the Mildura Planning Scheme in order to improve its effectiveness and usability, without compromising Council’s strategic vision. Legal/Statutory In accordance with the Planning and Environment Act 1987, if submission(s) are received seeking a change to an amendment, Council must either: agree to the change, abandon the amendment or request that an Independent Panel be appointed to review the submissions. A Panel Hearing is conducted for submitters who wish to be heard. Council must consider the recommendations of the panel when the amendment is considered for adoption by Council, before forwarding to the Minister for Planning requesting approval. Financial All costs associated with the preparation of the amendment and appointment of an Independent Panel are contained within Council’s operating budget. Environmental All environmental implications associated with the amendment are contained within the documentation to Amendment C104mild to the Mildura Planning Scheme. Social All social implications associated with the amendment are contained within the documentation to Amendment C104mild to the Mildura Planning Scheme. Economic All economic implications associated with the amendment are contained within the documentation to Amendment C104mild to the Mildura Planning Scheme.


Risks Controls Residual Risk

Council may face angst from some community members as not all submissions are supported

The implementation of Amendment C104mild is seen to accord with Victorian State Government initiatives following principles of probity, statutory compliance and transparency of process and are consistent with panel

Low


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recommendations.

The amendment may not be approved by the Minister for Planning

Thorough strategic assessment in line with the current Mildura Planning Scheme and the Planning and Environment Act 1987 and consistency with panel recommendations.

Low


No conflicts of interest were declared during the preparation of this report. Attachments 1⇩ Amendment C104mild - Report of the Independent Panel - April 2022

2⇩ Amendment C104mild - Planning Authority Response to the Panel Report - April 2022



OFFICIAL

Mildura Planning Scheme Amendment C104mild

Planning Scheme Review implementation and Planning Policy Framework translation

Panel Report

Planning and Environment Act 1987

8 April 2022



How will this report be used?

This is a brief description of how this report will be used for the benefit of people unfamiliar with the planning system. If you have concerns about a specific issue you should seek independent advice.

The planning authority must consider this report before deciding whether or not to adopt the Amendment. [section 27(1) of the Planning and Environment Act 1987 (the PE Act)]

For the Amendment to proceed, it must be adopted by the planning authority and then sent to the Minister for Planning for approval.

The planning authority is not obliged to follow the recommendations of the Panel, but it must give its reasons if it does not follow the recommendations. [section 31 (1) of the PE Act, and section 9 of the Planning and Environment Regulations 2015]

If approved by the Minister for Planning a formal change will be made to the planning scheme. Notice of approval of the Amendment will be published in the Government Gazette. [section 37 of the PE Act]

Planning and Environment Act 1987

Panel Report pursuant to section 25 of the PE Act

Mildura Planning Scheme Amendment C104mild

Planning Scheme Review implementation and Planning Policy Framework translation

8 April 2022

David Merrett, Chair Sarah Raso, Senior Member



Mildura Planning Scheme Amendment C104mild Panel Report 8 April 2022

Contents Page

1 Introduction .......................................................................................................................... 1

1.1 The Amendment ................................................................................................................... 1

1.2 Background ........................................................................................................................... 2

1.3 Procedural issues .................................................................................................................. 3

1.4 Summary of issues raised in submissions .......................................................................... 4

1.5 The Panel’s approach ........................................................................................................... 4

2 Planning context ................................................................................................................... 6

2.1 Planning policy framework .................................................................................................. 6

2.2 Other relevant planning strategies and policies ............................................................... 7

2.3 Ministerial Directions and Practice Notes .......................................................................... 7

2.4 Discussion and conclusion ................................................................................................... 7

3 Submissions to be considered by the next planning scheme review .................................. 8

3.1 The issues .............................................................................................................................. 8

3.2 Evidence and submissions ................................................................................................... 8

3.3 Discussion and conclusion ................................................................................................. 11

4 Fifteenth Street, Mildura .................................................................................................... 12

4.1 The issues ............................................................................................................................ 12

4.2 Evidence and submissions ................................................................................................. 12


5 Consequential and post exhibition changes ...................................................................... 16

5.1 The issue .............................................................................................................................. 16

5.2 Submissions ......................................................................................................................... 16


5.4 Recommendations ............................................................................................................. 17

Appendix A Submitters to the Amendment

Appendix B Exhibited changes to the planning scheme

Appendix C Document list

List of Tables

.... ..................................................................................................................................... Page

Table 1 Council response to submissions relating to issues to be addressed by the next planning scheme review ....................................................................................... 8

Table 2 Council response to relevant submissions relating to Fifteenth Street ........................ 12

Table 3 Council supported post exhibition changes .................................................................... 16




Glossary and abbreviations

the Amendment Mildura Planning Scheme Amendment C104mild

ATS Amendment Tracking System

Council Mildura Rural City Council

DDO Design and Development Overlay

DELWP Department of Environment, Land, Water and Planning

MPS Municipal Planning Strategy

PE Act Planning and Environment Act 1987

PPF Planning Policy Framework

SUZ Special Use Zone




Overview

Amendment summary

The Amendment Mildura Planning Scheme Amendment C104mild

Common name Planning Scheme Review implementation and Planning Policy Framework translation

Brief description Implements a new Municipal Planning Strategy and local content to the Planning Policy Framework with many other specific changes

Subject land All land in the municipality

Planning Authority Mildura Rural City Council

Authorisation 3 May 2021

Exhibition 20 August to 18 October 2021

Submissions Number of Submissions: 26 Opposed: 23 (in full or part)

Appendix A contains a list of submitters

Panel process

The Panel David Merrett, Chair

Sarah Raso, Senior Member

Directions Hearing Video hearing, 3 March 2022

Panel Hearing Video hearing, 30 March 2022

Site inspections Not required

Parties to the Hearing Mildura Rural City Council represented by John Keaney of Keaney Planning and Research

Citation Mildura Planning Scheme PSA C104mild [2022] PPV

Date of this report 8 April 2022




Page i of ii

Executive summary Mildura Planning Scheme Amendment C104mild (the Amendment) seeks to implement the outcomes of the following adopted Council reports:


• Mildura Council Plan (2017–2020)


• Loddon Mallee Waste and Resource Recovery Group Report Implementation Plan (2017)


The Amendment replaces the Municipal Strategic Statement at Clause 21 and Local Planning Policies at Clause 22 of the Mildura Planning Scheme with a Municipal Planning Strategy, local policies integrated within the Planning Policy Framework and local schedules to zones, overlays and operational provisions.

Specific changes include:

• 26 changes to zones

• 34 changes to zone schedules

• 27 changes to overlay maps

• 31 changes to overlay schedules

• 8 changes to Particular Provision schedules.

Most of these changes derive from recommendations of the supporting reports or arise from Amendment VC148 and the Ministerial Direction – Form and Content of Planning Schemes.

Twenty-six submissions were received. One consultant (Roy Costa) lodged 12 requests to be heard on behalf of his clients. Mr Costa, following discussions with Council, then advised Planning Panels Victoria prior to the Hearing that he did not wish to be heard, but still requested the Panel consider his submissions. No other submitters requested to be a party to the Hearing.

The Panel found that the Amendment is consistent with the new policy framework introduced by Amendment VC148, ensures consistency with Ministerial Direction on the Form and Content of Planning Schemes and appropriately introduces new material from other strategic work to ensure it is as up to date as possible.

Key issues raised in submissions included:

• requests to rezone and amend overlay controls for some land and whether these arewithin the scope of the Amendment

• how to manage existing dwellings in the urban transition area between Mildura andIrymple

• minor edits, corrections and updates.

The Panel agreed with Council that all the requests to rezone land or amend overlay controls were outside of the scope of the Amendment. None of these were exhibited and adjoining landowners would be unaware of these requests. In some cases, they have been referred to the next planning scheme review or other strategic work underway.

Some submissions requested more certainty for existing dwellings in the Fifteenth Street urban transition area. This is an area where the long-held vision for the land does not include dwellings or residential use. The Panel supported the inclusion of provisions for the existing dwellings in Schedule 8 to the Special Use Zone (where some residential use would be compatible with




Page ii of ii

community uses-based zone) to address this issue but did not agree with submitters the same allowance should be made in Schedule 9 to the Special Use Zone where commercial uses are encouraged.

Several post exhibition changes were proposed by Council; most of which were minor edits, updates or corrections that the Panel supported.

Recommendations

Based on the reasons set out in this Report, the Panel recommends that Mildura Planning Scheme Amendment C104mild be adopted as exhibited subject to the following:

Amend Clause 02.02-1 (Council Plan vision) by including reference to the Council Plan 2021–2025, and replacing the vision statement with:

We will be a place to live, belong and visit with infrastructure and development that enhances our lifestyle.

Amend Clause 02.03 to include Merbein and Red Cliffs before and after Ouyen in the second paragraph.

Amend Clause 11.01-1L to correct the spelling of Nicols Point to Nichols Point in the heading.

Amend Clause 18 (Transport) in consultation with the Department of Enviornment, Land, Water and Planning prior to approval to ensure it is consistent with the changes made by Amendment VC204.

Amend Schedule 8 to the Design and Development Overlay to replace reference to the 2010 version of the Mildura Airport Master Plan with the 2017 version.

Amend Schedule 8 to the Special Use Zone to: a) insert ‘Dwelling (other than in accordance with Clause 4.0 of this schedule)’ in Section

3 of Table 1

b) include a cross reference to Schedule 11 to the Design and Development Overlay atClause 4.0.

Amend Schedule 9 to the Special Use Zone to include a cross reference to Schedule 10 to the Design and Development Overlay at Clause 4.0.

Amend Schedule 10 to the Design and Development Overlay to: a) replace the word ‘different’ with ‘consistent’ in the first design objective

b) refer to a ‘6 metre separation’ in the buildings and works controls of Clause 2.0

c) delete the word ‘native’ from the landscaping provisions at Clause 5.0.

Amend Schedule 11 to the Design and Development Overlay to: a) delete the word ‘native’ from the landscaping provisions at Clause 5.0

b) insert the words ‘side and rear’ in dot point 3 of Clause 2.0.

Amend the schedule to Clause 72.08 to include Hansen Partnership as the author of Ontario-Flora Land Use Vision and Urban Design Framework (2010).




Page 1 of 31

1 Introduction

1.1 The Amendment

(i) Amendment description

The purpose of the Amendment is to implement the outcomes of the following adopted Council reports:


• Mildura Council Plan (2017–2020)1


• Loddon Mallee Waste and Resource Recovery Group Report Implementation Plan (2017)

• Issues Paper: Special Use Zones 8 and 9 and Design and Development Overlays (DDO) 10and 11 (2018).

The Amendment replaces the Municipal Strategic Statement (MSS) at Clause 21 and Local Planning Policies at Clause 22 of the Mildura Planning Scheme with a Municipal Planning Strategy (MPS), local policies integrated within the Planning Policy Framework (PPF) and local schedules to zones, overlays and operational provisions.

The Amendment makes the following changes to the content of Clauses 21 and 22 of the Mildura Planning Scheme:

• relocates the content to the appropriate headings in the MPS, PPF and local schedules

• clarifies and improves the style, format, language or grammatical form in accordancewith the principles set out in A Practitioner’s Guide to Victorian Planning Schemes

• updates clause references, department names, legislation names, document references,terminology and statistical data

• deletes or adjusts incompatible content that conflicts with State planning policy of theVictoria Planning Provisions

• removes repetitive content

• removes or updates outdated content.

Appendix B of this report contains the specific exhibited changes that are proposed to the Mildura Planning Scheme. This includes:

• 26 changes to zones

• 34 changes to zone schedules

• 27 changes to overlay controls

• 31 changes to overlay schedules

• 8 changes to Particular Provision schedules.

Most of these changes derive from recommendations of the supporting reports or arise from Amendment VC148 and Ministerial Direction – Form and Content of Planning Schemes.

Appendix C contains the document list.

1 Following exhibition, a new Council Plan for 2021 to 2025 was adopted




Page 2 of 31

(ii) Post exhibition changes

In its closing submission Council proposed several post exhibition changes to the MPS, PPF, particular provisions and planning controls for the Fifteenth Street urban transition area. These are addressed in Chapter 5 of this Report.

1.2 Background

The following is a summary and status of the various strategic reports that form the basis of this Amendment.

(i) Mildura Planning Scheme Review Report (2019)

This review was completed by Ethos Urban and adopted by Council on 24 April 2019.

The review outlined the major planning policy changes since the last review and the key issues and policy gaps that had influenced the municipality’s strategic planning. The findings of the review report support a series of recommendations that will inform the work program for future amendments to the Mildura Planning Scheme.

Mindful of the changes to the planning system introduced by Amendment VC148, the review report findings included (in summary) the need to:

• translate its existing Local Planning Policy Framework into the new PPF model as requiredby the Department of Environment, Land, Water and Planning (DELWP)

• modify all existing zone and overlay schedules to comply with the Ministerial Direction onForm and Content of Planning Schemes

• prepare and exhibit a full planning scheme amendment inclusive of the new PPF,modified zones, overlays, particular provisions and schedules so as to comply withAmendment VC148.

Council noted that the 2014 planning scheme review had not been fully implemented and some of these recommendations have been carried forward to this Amendment.

(ii) Mildura Council Plan (2017–2020)

The exhibited Amendment refers to the 2017–2020 version of the Council Plan. Since exhibition Council has adopted a 2021–2025 version and Council has put forward revised text for Clause 02.02 (Vision).

(iii) Mildura Retail Strategy Review (2018)

This review was completed by Essential Economics and Tract and was adopted by Council on 24 October 2018. It assessed the future trends informing the retail context of urban Mildura and its surrounds and provided an updated strategy to guide retail development for the period to 2035.

The report noted that:

• significant changes have occurred since 2010 which have impacted Mildura’s retail sector

• there have been new retail developments along Fifteenth Street and in Irymple

• changes to the land use zones have been made that are relevant to retail development

• there has been continued expansion of urban Mildura in a southerly direction.

The above changes have given rise to the need to assess opportunities for neighbourhood level retailing in Mildura South.




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The strategic directions in the MPS and strategic map changes in the Amendment are a direct outcome of the review.

(iv) Loddon Mallee Waste and Resource Recovery Group Report Implementation Plan (2017)

This plan was completed by Centrum Town Planning and adopted by Council in 2019 at the same time as the planning scheme review report.

The Loddon Mallee Waste and Resource Recovery Group commenced an evidence-based evaluation in August 2015 to develop a regional implementation plan for integrated state-wide waste and resource recovery.

The plan identified the infrastructure required to manage the region’s waste, including landfills, and materials for recovery for the next 10 years and beyond. It also identified opportunities for new facilities, particularly for sorting and processing materials for re-use and return to the regional economy and environment. The plan included an action plan to reduce materials disposed to landfill and increase materials recovery and reprocessing in the region.

Several zone (Schedule 6 to the Public Use Zone) and overlay (Environmental Audit Overlay) map changes in the Amendment are a direct outcome of the plan.

(v) Issues Paper: Special Use Zones 8 and 9 and Design and Development Overlays 11 and12 (2018)

This review was completed by Tract and adopted by Council in 2018.

The 2014 planning scheme review report identified the need to undertake further work to review the controls in Schedules 8 and 9 to the Special Use Zone (SUZ) and Schedules 10 and 11 to the Design and Development Overlays (DDO) that apply to the Mildura and Irymple urban transition area.

This involved a review of the planning scheme controls, Council policy and studies and background material informing the zones at the time of introduction, and consultation on the implementation of the zones and overlays over the past decade.

The outcome of the review recommended changes to both zones and overlays with the objectives and controls responding to:

• consistency in urban design regarding building setbacks

• preservation of options for future development and the preservation of options forpotential land use change long term

• consolidation of the schedule provisions by removing sections that repeat otherrequirements of the planning scheme such as car parking, vehicle loading, andcontradictory statements on materials and finishes.

1.3 Procedural issues

Mr Costa, acting on behalf of several clients, lodged 12 requests to be heard at the Hearing. The Panel allocated a two-hour block of time for Mr Costa to present on behalf of his clients.

Planning Panels Victoria was advised by Mr Costa on 18 March 2022, that following further discussions with Council, he would not attend the Panel Hearing. Mr Costa did not withdraw the submissions and asked the Panel to consider them.




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No other submitters requested to be heard, so the Panel heard from Council and closed the Hearing.

Ms Raso was not able to attend the Hearing due to illness but has assisted in the preparation of this Report.

1.4 Summary of issues raised in submissions

(i) Mildura Rural City Council

The key issues for Council were:

• most submissions requested changes outside of the scope of the Amendment

• there is not a shortage of residential land in Mildura and land will be rezoned in anorderly manner and not based upon individual landowners requests

• the Fifteenth Street zone and overlay regime for the Mildura Irymple urban transitionarea is appropriate, with minor edits.

(ii) Relevant agencies

The Environment Protection Authority did not object but requested Council to consider Ministerial Direction 1 Potentially Contaminated Land and Planning Practice Note 30 Potentially Contaminated Land 2021 for the rezonings that would allow for sensitive land uses.

(iii) Individual submitters or groups of submitters

The key issues by submitters were:

• Mildura has a residential land supply shortage and more land should be rezonedaccordingly

• existing dwellings in the Fifteenth Street urban transition area should be allowed to beextended and redeveloped for residential uses

• site specific changes to planning controls should be supported.

These submissions remained unresolved.

1.5 The Panel’s approach

Three submissions (Nos. 6, 11 and 12) supported individual changes proposed by the Amendment. The Panel does not consider these further.

Council considered several submissions were resolved following further discussions with submitters. No submissions were withdrawn. These submitters did not request to be heard and the Panel accepts the following submissions have been resolved:

• Submission 10 that requested clarity from Council on the amended Heritage Overlay(HO110) for land at 138 Cureton Avenue, Nichols Point. Council provided a response tothe submitter by email on 16 September 2021. No further response was received fromthe submitter.

• Submission 14 that requested confirmation the amended Heritage Overlay (HO130) wasto apply to part of the land at 16 Cooke Street, Nichols Point and not its entirety. Councilconfirmed this was correct on 29 September 2021. The submitter acknowledged thisadvice.




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• Submission 16 that sought some clarity for noise attenuation measures for landsurrounding the Mildura Airport. Council provided a response on 28 September 2021.The submitter acknowledged this advice.

• Submission 22 raised concern over the deletion of SUZ7 at the Mildura Airport and thatthe 2017 version of the Mildura Airport Master replace the 2010 version referred to inDDO08. Council advised the submitter that SUZ7 was not deleted but is to be amended,and that it will update DDO08 to refer to the 2017 master plan.

As the Panel has not heard from Mr Costa it has restricted its consideration to his written submissions (Nos. 1, 2, 3 ,4 ,5 ,7, 8, 9, 13, 17, 23, 25 and 26) received during and after the exhibition of the Amendment, and Council’s response. The Panel also considers the balance of the other submissions (Nos. 15, 18, 19, 20, 21 and 24).

The Panel notes that the drafting of the MPS and PPF was a collaborative effort between Council and DELWP staff. It was subject to several delays, principally due to changes to the drafting of planning schemes evolving out of the approval of Amendment VC148 and an authorisation letter that comprised 8 pages and covered many issues. The Panel understands that the delays were out of the Council’s control and what has been produced is a new MPS and PPF that is contemporary and succinct and, importantly, compliant with Amendment VC148. An example of delays in the process is that Council requested authorisation in September 2020 and did not receive a response for 8 months. The Amendment was eventually exhibited in August 2021. The Panel is unsure why authorisation took this long, however as a step in the process to ensure state policy is protected it does seem an inordinate amount of time that has led to this Amendment implementing a planning scheme review from 2019 at the same time as Council is about to embark on its next planning scheme review.

The Panel agrees with Council that many of the submissions raise issues either not relevant to the Amendment; or are out of its scope. In all cases Council has referred those type of submissions to the next planning scheme review, which is to be concluded by the end of 2022. Notwithstanding this, the Panel does explore some issues with the Fifteenth Street urban transition area which attracted six submissions and has taken the opportunity to correct errors in the exhibited Amendment C104mild documents and endorse the agreed changes between Council and submitters where appropriate.

The Panel has assessed the Amendment against the principles of net community benefit and sustainable development, as set out in Clause 71.02-3 (Integrated decision making) of the planning scheme.

The Panel considered all written submissions made in response to the exhibition of the Amendment and Council’s Part A and Part B submissions presented to it during the Hearing. All submissions and materials have been considered by the Panel in reaching its conclusions.

This Report deals with the issues under the following headings:

• Planning context

• Submissions to be considered by the next planning scheme review

• Fifteenth Street, Mildura

• Consequential and post exhibition changes.




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2 Planning context

2.1 Planning policy framework

Council’s Part A submission provided a strategic assessment of the Amendment and a discussion of the overarching policy context.

Council advised it had inserted local content into the new MPS and PPF at:

• Clause 11.01-1L – Settlement (Mildura and Nichols Point, Urban transition area, Irymple,Merbein, Red Cliffs, Cabarita, Ouyen, College lease land

• Clause 11.03-1L – Mildura CBD, Fifteenth Street and City Gate precincts, Deakin Avenue,Horticultural edge precinct, Residential precinct, City gate precinct, Mixed use precinct,City core precinct

• Clause 11.03-2L – Growth areas

• Clause 12.01-1L – Protection of biodiversity

• Clause 12.03-1L – River corridors, waterways, lakes and wetlands

• Clause 13.07-1L – Land use conflicts

• Clause 14.01-1L - Sustainable agricultural land use, use and development in the FarmingZone, dwellings and subdivision in Mildura Older Irrigate Areas, dwellings in futuregrowth areas in the Farming Zone

• Clause 15.01-1L – Urban design in Mildura

• Clause 15.01-3L – Subdivision design

• Clause 15.01-5L – Low density residential character

• Clause 15.02-1L – Energy and resource efficiency

• Clause 15.03-1L – Heritage conservation in Mildura

• Clause 16.01-1L – Housing supply in Mildura, worker and budget accommodation

• Clause 16.01-3L – Rural residential locations, Woorlong wetlands rural residentialdevelopment

• Clause 17.03-1L – Mildura Rural City Industrial land supply and Thurla industrial landsupply

• Clause 17.04-1L – Facilitating tourism in Mildura

• Clause 18.01-2L – Transport in Mildura

• Clause 18.02-1L – Sustainable personal transport in Mildura

• Clause 18.02-4L – Car parking

• Clause 18.04-1L – Planning for Mildura Airport and environs

• Clause 19.01-2L – Renewable energy

• Clause 19.02-6L – Open space

• Clause 19.03-2L – Infrastructure design and provision

• Clause 19.03-3L – Integrated water management.

Council submitted that the policy directions in the Amendment were consistent with the PPF and highlighted the various Background Documents that had been prepared to inform the new PPF more broadly.




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2.2 Other relevant planning strategies and policies

(i) Loddon Mallee North Regional Growth Plan

The Loddon Mallee North Regional Growth Plan provides broad direction for land use and development across the Loddon Mallee North region, as well as more detailed planning frameworks for the key regional city of Mildura, including Irymple, Red Cliffs and Merbein.

The Panel accepts that the Amendment supports the Loddon Mallee Regional Growth Plan.

(ii) Municipal Planning Strategy

The Amendment introduces a new MPS.

Clause 02.01 outlines the local context. Clause 02.02 outlines the vision as informed by the Council Plan 2021–2025 and a land use planning vision. Clause 02.03 outlines the strategic directions for:

• Settlement

• Environment and land scape values

• Environmental risks and amenity

• Natural resource management

• Built form and heritage

• Housing

• Economic development

• Transport

• Infrastructure.

Clause 02.04 contains the Mildura strategic framework plan.

2.3 Ministerial Directions and Practice Notes

The Explanatory Report and Council’s Part A submission discuss how the Amendment meets the relevant requirements of Ministerial Direction 11 (Strategic Assessment of Amendments) and Planning Practice Note 46: Strategic Assessment Guidelines, August 2018. That discussion is not repeated here.

Many of the zone and overlay schedule changes (65 in total) are required to comply with the Ministerial Direction on the Form and Content of Planning Schemes.

2.4 Discussion and conclusion

For the reasons set out in the following chapters, the Panel concludes that the Amendment is supported by, and implements, the relevant sections of the PPF, and is consistent with the relevant Ministerial Directions and Practice Notes. The Amendment is well founded and strategically justified and should proceed subject to addressing the more specific issues raised in submissions as discussed in the following chapters.




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3 Submissions to be considered by the next planning scheme review

3.1 The issues

The issues are whether:

• sufficient justification has been provided for the requests

• the requests are within the scope of the Amendment.

3.2 Evidence and submissions

Submissions 1, 8, 15, 17, 18, 19, 20, 23, 25 and 26 requested mainly zone or overlay changes. Council considered the submissions to be either outside the scope of the Amendment or lacking in strategic justification. In all cases Council referred them to the next planning scheme review.

Table 1 is adapted from Council’s Part B submission and details its response to each submission.

Table 1 Council response to submissions relating to issues to be addressed by the next planning scheme review

No Submitter Issue Council Analysis Council Recommendation

1 Roy Costa (Lorwanda Developments)

Seeks to rezone the land at 802-814 Etiwanda Avenue,Mildura and on the Easternside of Etiwanda Avenuebetween Fifteenth Street andSixteenth Street to GeneralResidential Zone 1

The subject land is located within the Farming Zone within the future residential area identified in the Mildura South Precinct Structure Plan.

The request is outside the scope of this amendment and no strategic basis has been demonstrated to enable submission to be supported.

Mildura East Growth Area Strategic Framework project, currently being prepared by Council for completion in 2022, will inform consideration of the matter proposed.

While the subject land is identified within the Mildura South Precinct Structure Plan, rezoning of the subject land is considered premature.

This matter requires further investigation and should be referred to the next planning scheme review process for consideration.

Not able to be supported at this time

No change to Amendment

Refer to Panel and next Planning Scheme Review.

8 Roy Costa (Estate of late June Gebhart)

Requests the removal of DDO14 from 205 Sixteenth Street, Mildura.

Outside the scope of this amendment.

No strategic basis demonstrated to enable submission to be supported.


Not supported.

No change to Amendment.





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15 Bob Karaszkewych

Requests that HO175 be investigated and be applied correctly regarding 310 Cowra Avenue, Mildura.

No house remains on the land, only outbuildings and an ash heap. Council was unable to identify the former heritage residence within the Andrew Ward Heritage Study 1987.

Further investigation should be conducted outside of this amendment before any recommendation to remove the overlay can be provided. Matter to be referred to Mildura Heritage Study Stage 2 project currently underway.

Not supported.



17 Roy Costa (various landowners)

Requests residential zoning for Wells Drive area in Merbein.


No strategic basis has been demonstrated to enable submission to be supported.


Not supported.



18a Maria Riedl Requests rezoning of SUZ8 along Fifteenth Street from Cowra Avenue to Karadoc Avenue.

Requests high-quality residential between Mildura and Irymple (Eleventh- Sixteenth Street).

Requests residential housing next to educational facilities, particularly Irymple Primary School.

Requests residential development around schools in Mildura and Irymple (not low-density).

No new or substantive evidence has been presented to warrant a change from the adopted position and is therefore outside the scope of this amendment.



Not supported.



18b Maria Riedl Requests no further access from SUZ9 onto Cowra Avenue.

Requests traffic lights to replace the roundabout on Cowra Avenue and Fifteenth Street, coordinated with the lights at Sandilong Avenue.

Requests no more shops or offices from Cowra Avenue till well past Irymple.

Requests a multi-purpose/library building for Irymple.

Requests visitors welcoming centre in Irymple.

Requests more car parking spaces for trucks and caravans.




Not supported.






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18c Maria Riedl Requests Angel Grove be opened up from Sandilong to Cowra Avenue to allow access.

Outside the scope of this amendment, no strategic basis demonstrated to enable submission to be supported.

Angel Grove and the adjoining land are contained within the Low Density Residential Zone and Development Plan Overlay Schedule 4 which requires preparation of a Development Plan to be prepared in accordance with the schedule.

This matter requires further investigation undertaken as part of that process.

Not supported.



18d Maria Riedl Seeks clarification of what the Irymple DCP payments are going to be used for.

Seeks clarification of why the SUZ8 zone between Cowra to Sandilong is not Irymple when Irymple Primary is there but is left out of Irymple.

Outside the scope of this amendment. No further action required.


19a William (Bill) Sutherland

Requests residential development around schools in Mildura and Irymple (not low-density).

Requests measured residential development to Sixteenth Street or Seventeenth Street, and all the way to the river eastwards.

Requests industrial development south of the railway line between Eleventh Street and Fourteenth Street, north of Sandilong Avenue.




Not supported.



19b William (Bill) Sutherland

Objects to the extension of industrial land along Benetook Avenue from Fifteenth Street towards Sixteenth Street.

Outside the scope of this amendment, no strategic basis demonstrated to enable submission to be supported.


Not supported.



20 James Golsworthy

Requests 514 and 588 Wentworth Road, Yelta to be considered for rezoning for rural lifestyle purposes as part of a future investigation.




No action required

Refer to Panel and the next Planning Scheme Review.

23 Roy Costa

(Jamie Rockliff)

Requests rezoning of 650 River Track, Hattah to Farming Zone to correct an anomaly regarding private land zoned PCRZ.

While a relatively minor issue, and possibly an anomaly, this matter requires further investigation and should be referred to the next planning scheme review process for consideration.

Not supported.



25 Roy Costa

(Various landowners)

644 Sandilong Avenue, Irymple

Outside the scope of this amendment and no strategic basis has been demonstrated to enable submission to be supported.


Not supported.






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26 Roy Costa

(Various landowners)

Cowra and Sandilong Avenues, Nichols Point

Outside the scope of this amendment and no strategic basis has been demonstrated to enable submission to be supported.


Not supported.



Source: Council Part B submission adapted from table in Section 2.1.2


The Panel agrees with Council that submissions that request a change in planning controls for land that have not been exhibited are beyond the scope of the Amendment. Council emphasised the need to take a long-term strategic approach to planning in Mildura that may not have been particularly evident in the past; a position the Panel strongly supports.

If Mr Costa believes he has a strong strategic case for his clients, he can pursue a proponent-led Amendment to the planning scheme. However, the Panel did not have the benefit of hearing from Mr Costa and understands there was further discussion with Council staff. The Panel assumes Mr Costa was satisfied that the issues he had raised were to be addressed by the next planning scheme review.

The basis of many requests made by Mr Costa was that there was not a sufficient residential land supply in Mildura. However, Council advised that currently zoned land “represents an adequate land supply for the next 15 to 18 years.” This comprises land for 6,000 dwellings. This does not include infill development expected in Mildura (2,200 dwellings) or residential development in Irymple (500-600 dwellings), Nichols Point (350 dwellings) or Red Cliffs (1,000-1,200 dwellings). It also does not include the significant residential supply from the Mildura East Growth Area that Council has started the strategic implementation for.

The Panel is satisfied there is currently an adequate residential land supply.




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4 Fifteenth Street, Mildura

4.1 The issues

The issue is whether the zone and overlay regime for the Fifteenth Street urban transition area between Mildura and Irymple should be deleted or modified.

4.2 Evidence and submissions

Submissions 2, 3, 4, 5, 7 and 24 relate to the urban transition area between Mildura and Irymple on Fifteenth Street.

Table 2 is adapted from Council’s Part B submission and details its response to each submission.

Table 2 Council response to relevant submissions relating to Fifteenth Street


2 Roy Costa

(Vicki Airs)

Seeks clarification regarding changes to the zone and overlay changes affecting 615 Fifteenth Street, Mildura.

The submitter further seeks confirmation that the amendment will provide for development of the subject land, not subject to the existing setbacks precluding development and otherwise confirms an objection if it does not.

615 Fifteenth Street Mildura (approx. 761sqm) containing an existing dwelling located within SUZ9 and DDO10. Recommendations at pages 33 and 34 of the Issues Paper described the changes provided for in the amendment at Clause 37.01-9 and Clause 43.02-10.

The proposed amendment does not alter the nature of the front setbacks applying to the subject land which have the most impact.

The Issues paper found that given that the Special Use 9 Zone is effectively a commercial zone, entrenching the existing dwellings is contrary to the zone objectives and therefore the existing planning scheme provisions about dwellings should remain.

Without them, the setback provisions providing consistency of the interface along Fifteenth Street would be compromised.

Not supported.


Refer to Panel.

3 Roy Costa

(Jessica Rix)

Seeks clarification regarding changes to the zone and overlay changes affecting 586 Fifteenth Street, Mildura.

The submitter further seeks confirmation that the amendment will provide for development of the subject land in its own right, not subject to the existing setbacks precluding development and otherwise confirms an objection if it does not.

586 Fifteenth Street Mildura (approx. 590sqm) containing an existing dwelling located within SUZ9 and DDO10. Recommendations at pages 33 and 34 of the Issues Paper describe the changes provided for in the amendment at Clause 37.01-9 and Clause 43.02-10.

The proposed amendment does not alter the nature of the front setbacks applying to the subject land, which have the most impact.

The Issues Paper found that given that the Special Use 9 Zone is effectively a commercial zone, entrenching the existing dwellings is contrary to the zone objectives and therefore the existing planning scheme provisions regarding dwellings should remain.

Without them, the setback provisions providing consistency of the interface along Fifteenth Street would be compromised.

Not supported

No change to Amendment

Refer to Panel.




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4 Roy Costa

(Garry Davison Holdings Pty Ltd)

Believes the Issues Paper removes DDO11 from GRZ1 land and seeks clarification if this is incorrect.

The submitter further seeks removal of DDO11 from the C1Z part of land at 2042 Fifteenth Street, Mildura.

2042 Fifteenth Street ,Mildura comprises two parcels, one of approx. 0.19 ha vacant land located within GRZ1 and DDO11 and the other of approx. 0.05 ha land containing an existing commercial building located within C1Z and DDO11.

The Issues Paper does not remove DDO11 from the GRZ1 land but instead inserts an exception as a dot point under Section 2 Buildings and Works. Recommendation at Page 32 of the Issues Paper describing the changes provided for in the amendment at Clause 43.02-11.

Not supported.


Refer to Panel.

5 Roy Costa

(Irymple Primary School)

Requests DDO11 be removed from the Irymple Primary School site.

The subject land is located within the Public Use Zone 2 and DDO11.

Without the overlay, the setback provisions providing consistency of the interface along Fifteenth Street would be compromised.

Not supported.


Refer to Panel.

7 Roy Costa

(Colvington Pty Ltd)

Requests the removal of the PAO from the front of 579-597 Fifteenth Street Mildura.

The subject land is located within SUZ9 and DDO10.

Without the PAO, the setback provisions providing consistency of the interface along Fifteenth Street would be compromised.

It was submitted that VicRoads no longer required the overlay yet no evidence has been tendered to substantiate that claim.

The Issues Paper (page 13) notes that VicRoads were consulted during the process and indicated that the PAO should remain.

Not supported.


Refer to Panel.

24 James Golsworthy

(Matthew McKnight)

Requests DDO11 be removed from the GRZ1 land at the corner of Fifteenth Street and Sandilong Avenue.



Not supported.


Refer to Panel.

Source: Council Part B submission adapted from table in Section 2.1.4

Council submitted that these submissions need to be viewed through a long term strategic prism:

Each submission also needs to be assessed in the totality of what is trying to be achieved along 15th Street in the long term. ‘One-off’ incursions might seem innocent enough, but it is the cumulative effect of these ‘one-off’ decisions that can quickly erode the long-term vision. In simple terms, the 1.2 kilometre stretch of the ‘non-urban’ break between Irymple and Mildura is to provide an impressive entrance to the city that is quite different from other regional cities.

Each submission therefore needs to be assessed through the prism of the long term and generational 15th Street ‘strategy’. Dwellings are not part of that future but those that are there now will always be protected by the existing provisions of the scheme. But they do not form part of the long-term plan for the strip.

For as long as there has been a new format planning scheme in Mildura, there has been a commitment to a separation or ‘non-urban break’ between the towns of Mildura and Irymple.




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Council submitted this was reinforced by the first planning scheme review in 2003 and subsequent reviews, planning scheme amendments, Panel reports, VCAT reviews and further detailed investigations.

The latest iteration of strategic work is provided by the Tract supporting report in this Amendment. Council advised “the ‘Tract’ report recommended changes to both zones and overlays with the objectives of responding to:

• consistency in urban design with regard to building setbacks

• preservation of options for future development and the preservation of options forpotential land use change long term

• consolidation of the schedule provisions by removing sections that repeat otherrequirements of the planning scheme such as car parking, vehicle loading, andcontradictory statements on materials and finishes.”

The most significant issue from submissions was how to address dwellings that existed prior to the urban transition policies being introduced. The current provisions of the SUZ8 and SUZ9 prohibit dwellings. Council advised that the Tract report recommended SUZ8 (community uses-based zone) be amended to insert the following new provision for existing dwellings:

Where a dwelling exists as at 1 January 2018 within the setbacks to Fifteenth Street required by this overlay, the following exemptions apply to a single dwelling only:

• The building setback requirements of section 2.0 of this overlay do not apply.

• Existing dwellings may be extended and modified to the rear and side of the dwellingonly.

• Dwellings may be replaced providing the front setbacks of the existing dwelling areretained.

Council did not support the same change to SUZ9 which is “effectively a commercial zone and a zone in which residential land use is generally incompatible. Any encouragement of the retention of the three dwellings that exist within it would not be compatible with the intended land use by the zone.”


Council provided a tracked version of the exhibited changes the urban transition area in the SUZ8, SUZ9, DDO10 and DDO11 in its Part B submission (Document 6). Further post exhibition changes are considered in Chapter 5 of this Report.

The Panel accepts that the policy basis for a separation between Mildura and Irymple along Fifteenth Street has been a long-held ambition with strong community support. This is achieved effectively through use controls (with commercial uses as a focus in SUZ9 and community uses in SUZ8), built form controls (such as significant setbacks and separation between buildings) and landscaping controls (significant areas particularly fronting Fifteenth Street). The tailored planning controls developed out of the interface study in 2006 and the Panel accepts there will be a need to amend these as issues arise.

There will always be existing uses that need to be addressed with new planning controls for brownfield areas. This part of Fifteenth Street is not a greenfield undeveloped area. Some uses will fit the new vision, and some will not. Those that don’t will transition out over time. The key issue is to not entrench them to a point where the achievement of the vision is impeded. The Panel considers Council has reached an appropriate balance with the treatment of existing dwellings in this area. The Panel agrees with all exhibited changes, particularly the existing




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dwelling provisions of SUZ8, to the planning controls subject to some refinements addressed in Chapter 5.




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5 Consequential and post exhibition changes

5.1 The issue

The issue is whether the post exhibition changes supported by Council are appropriate.

5.2 Submissions

Council proposed the changes detailed in Table 3:

• referring to the current Council Plan 2021–2025

• further changes resulting from Amendment VC204 to Clause 18 (Transport)

• changes to SUZ8

• changes to DDO08, DDO10 and DDO11.

Table 3 Council supported post exhibition changes

Clause Proposed change

02.02 Include new 2021-2025 Council Plan reference

02.02 Include new Council Vision from page 28 of the Council Plan

02.03 Include reference to Merbein and Red Cliffs

11.01-1L Correct the spelling of Nicols Point

16.01-1L Delete duplication

18 No content changes

Make structural change at direction of DELWP

66.06 Remove reference to ESO3.

72.08 Include ‘Hansen Partnership’ as the author of the ‘Ontario-Flora Land Use Vision and Urban Design Framework (2010)

SUZ8 ▪ include ‘Dwelling (other than in accordance with Clause 4 of thisschedule) in Section 3

▪ include a cross reference to DDO11 in Clause 4

SUZ9 Include a cross reference to DDO10 in Clause 4

DDO08 Include updated reference to Mildura Airport Master Plan 2017

DDO10 ▪ replace the word ‘different’ with ‘consistent’ in the initial objective

▪ include reference to a ‘6 metre separation’ in the Buildings andWorks controls at Clause 2

▪ remove the word ‘native’ from the schedule in respect of landscapingat Clause 5

DDO11 ▪ include ‘and rear’ to dot point 3 in Clause 2

▪ remove the word ‘native’ from the schedule in respect of landscapingat Clause 5

Source: Council Part C submission


Council provided a list of post exhibition changes in its closing submission. Many of these are:

• logical (such as referring to the new Council Plan)

• corrections (spelling Nichols Point correctly)




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• to ensure accuracy (referring to Merbein and Red Cliffs as towns that have a growingpopulation in Clause 02.02)

• to faithfully implement background and supporting report recommendations (minorword changes to DDO10)

• to correct errors in the Amendment Tracking System (ATS) authoring process (reinstatingtext that had ‘dropped off’).

The Panel supports the minor updates and makes appropriate recommendations.

Others, such as updating Clause 18 in response to Amendment VC204 and cross referencing the relevant DDO in the SUZ provisions for Fifteenth Street require further consideration.

Council sought a general recommendation from the Panel that Clause 18 should be updated prior to the adoption of the Amendment to ensure it was consistent with Amendment VC204. The Panel agrees with this and makes an appropriate recommendation.

The cross referencing of planning controls is generally not supported in the new approach to drafting planning controls. Council advised the cross referencing of the relevant DDO schedules in the SUZ8 and SUZ9 was proposed in the authorisation documents but was removed prior to exhibition. The Panel considers in this instance where there is a package of tailored planning controls which are mutually supportive there is justification to list the relevant DDO as a decision guideline in the relevant SUZ. It would provide greater clarity and certainty to the user that there are two important and overlapping planning controls for this area. On this occasion, the Panel supports this request.

Council requested the deletion of the ESO3 in the schedule to Clause 66.06 as ESO3 was merged with ESO4. This is logical however the Panel version of the schedule to Clause 66.06 already has this deleted. This may be another issue with the ATS authoring process, but the Panel position is that the ESO3 is now a deleted control, and the planning scheme should not refer to it in any form.

5.4 Recommendations

The Panel recommends:

Amend Clause 02.02-1 (Council Plan vision) by including reference to the Council Plan 2021–2025 and replacing the vision statement with:

We will be a place to live, belong and visit with infrastructure and development that enhances our lifestyle.

Amend Clause 02.03 to include Merbein and Red Cliffs before and after the reference to Ouyen in the second paragraph.

Amend Clause 11.01-1L to correct the spelling of Nicols Point to Nichols Point in the heading.

Amend Clause 18 (Transport) in consultation with the Department of Environment, Land, Water and Planning prior to approval to ensure it is consistent with the changes made by Amendment VC204.





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Amend Schedule 8 to the Special Use Zone to: a) insert ‘Dwelling (other than in accordance with Clause 4.0 of this schedule)’ in

Section 3 of Table 1b) include a cross reference to Schedule 11 to the Design and Development Overlay

at Clause 4.0.


Amend Schedule 10 to the Design and Development Overlay to: a) replace the word ‘different’ with ‘consistent’ in the first design objectiveb) refer to a ‘6 metre separation’ in the buildings and works controls of Clause 2.0c) delete the word ‘native’ from the landscaping provisions at Clause 5.0.

Amend Schedule 11 to the Design and Development Overlay to: a) delete the word ‘native’ from the landscaping provisions at Clause 5.0b) insert the words ‘side and rear’ in dot point 3 of Clause 2.0.

Amend the schedule to Clause 72.08 to include Hansen Partnership as the author of Ontario-Flora Land Use Vision and Urban Design Framework (2010).




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Appendix A Submitters to the Amendment

No. Submitter

1 Roy Costa on behalf of Lorwanda Developments Pty Ltd

2 Roy Costa on behalf of Vicki Airs

3 Roy Costa on behalf of Jessica Rix

4 Roy Costa on behalf of Garry Davison Holdings Pty Ltd

5 Roy Costa on behalf of Irymple Primary School

6 Roy Costa on behalf of Alexfia investments Pty Ltd

7 Roy Costa on behalf of Colvington Pty Ltd

8 Roy Costa on behalf of the Estate of Late June Gebhart

9 Roy Costa on behalf of Alexfia Pty Ltd and ATF Alexfia Family Trust

10 Bob Kraszkewych on behalf of Tony and Maria Marlais

11 Keith and Zena Stewart

12 Goulburn Murray Water

13 Roy Costa on behalf of ‘various unnamed developers’

14 Evette and Shane Turlan

15 Bob Kraszkewych on behalf of Anna Callipari

16 Trevor Willcock

17 Roy Costa on behalf of ‘various landowners’

18 Maria Riedl

19 William Sutherland

20 James Golsworthy on behalf of owners of 514 to 518 Wentworth Road, Yelta

21 Environment Protection Authority

22 James Golsworthy on behalf of Mildura Airport Pty Ltd

23 Roy Costa on behalf of Jamie Rockliff

24 James Golsworthy on behalf of Matthew McKnight

25 Roy Costa on behalf of owners of 644 Sandilong Avenue, Irymple

26 Roy Costa on behalf of A Callipari




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Appendix B Exhibited changes to the planning scheme

Purpose and Vision

Insert a new Municipal Planning Strategy (MPS) at Clause 02 based on content from Clauses 21 and 22 of the Local Planning Policy Framework and from adopted Council reports.

Planning Policy Framework

Insert revised local policy content into the Planning Policy Framework (PPF) at Clauses 11 (Settlement), 12 (Environmental and Landscape Values), 13 (Environmental Risks and Amenity), 14 (Natural Resource Management), 15 (Built Environment and Heritage), 16 (Housing), 17 (Economic Development), 18 (Transport) and 19 (Infrastructure) based on content from Clauses 21 and 22 of the Local Planning Policy Framework and from adopted Council reports.

Zones – Maps

1. Rezone the land on Zone Map 29 at 1/3 and 2/3 Orana Court, Irymple and its commondriveway from Public Park and Recreation Zone to General Residential Zone to reflect theexisting use and development of the land as private dwellings.

2. Rezone the land on Zone Map 22 at 71 Sylvia Street, Yelta from the Public Conservationand Resource Zone to the Rural Conservation Zone 4 as the land supports a dwelling and isprivately owned.

3. Rezone the land on Zone Map 34 at 3858 Benetook Avenue, Cardross from the PublicConservation and Resource Zone to the Rural Conservation Zone 4 as the land is a privatelyowned and operated restricted recreation facility.

4. Rezone the land on Zone Map 27 at 78, 80 and 92 Pine Avenue, Mildura and 155 NinthStreet Mildura from Public Use Zone Schedule 6 to Commercial 1 Zone to better reflectexisting private uses.

5. Rezone part of the land on Zone Map 37 at 1 Heath Street, Red Cliffs from Public Park andRecreation Zone to the General Residential Zone to enable the cleared site to bedeveloped for residential development.

6. Rezone the land on Zone Map 35 at 217 Trioda Street, Red Cliffs from Public Use Zone 1 tothe Farming Zone to enable the land to be used for agriculture.

7. Rezone the land on Zone Map 31 at 2164 Fifteenth Street, Irymple from the Road Zone(RDZ1) to Industrial 1 Zone to reflect the private ownership of the land and conform withthe surrounding zoning regime.

8. Rezone the land on Zone Map 23 at Chaffey Street and Third Street, Merbein from RoadZone (RDZ1) to General Residential Zone to reflect a local Council road consistent withnotices in the Victorian Government Gazette.

9. Rezone the land on Zone Map 29 at 15 and 16 John Court, Irymple from Public Use Zone 1to General Residential Zone as the land is privately owned and occupied by dwellings.

10. Rezone the land on Zone Map 38 at 682 Woomera Avenue, Red Cliffs from Special UseZone Schedule 5 to Public Use Zone 1 to facilitate an existing essential public utility (waterpumping station) on publicly owned land operated by Lower Murray Water.




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11. Rezone the land on Zone Map 22 at 588 Wentworth Road, Yelta from the PublicConservation and Resource Zone to the Farming Zone to reflect the existing agriculturalland use.

12. Rezone the land on Zone Map 27 at 205 Ontario Avenue, Mildura from General ResidentialZone to Public Use Zone 6 as the land is owned by Council.

13. Rezone the land on Zone Map 34 at 13 Dal Farra Road, Irymple from Farming Zone to LowDensity Residential Zone, Schedule 1 to implement recommendation (iii) (f) of the Panelfor Amendment C89.

14. Rezone the land on Zone Map 28 at 780 Deakin Avenue, Mildura from Farming Zone toGeneral Residential Zone to implement recommendation (iii) (g) of the Panel for arisingfrom Amendment C89.

15. Rezone the land on Zone Map 28 at 467-469 Riverside Avenue, Mildura from Farming Zoneto Low Density Residential Zone, Schedule 1 to implement recommendation (iii) (h) of thePanel for Amendment C89.

16. Rezone the land on Zone Map 27 Seventh Street between Deakin Avenue and San MateoAvenue, Mildura from Commercial 1 Zone, General Residential Zone, Public Use Zone 1,Public Use Zone 4 and Mixed Use Zone to Road Zone Category 1 to reflect the VicRoadsdeclared highway.

17. Rezone the land on Zone Map 12 at Cemetery Road, Murrayville from Public Conservationand Resource Zone, Public Use Zone 1 and Farming Zone to Public Use Zone 6 to reflect itsuse as a transfer station and to implement the recommendations of the Loddon MalleeWaste and Resource Recovery Group Report Implementation Plan (2017) andrecommendation No. 52 in the Mildura Planning Scheme Review Report (2019).

18. Rezone the land on Zone Map 12 at Cemetery Road, Murrayville from Public Use Zone 1 toPublic Conservation and Resource Zone to reflect its ownership by Parks Victoria as part ofBushland Reserve No. 2017507.

19. Rezone the land on Zone Map 18 at King Street, Werrimull from Township Zone to PublicUse Zone 1 to reflect its use as a transfer station and to implement the recommendationsof the Loddon Mallee Waste and Resource Recovery Group Report Implementation Plan(2017) and recommendation No. 52 in the Mildura Planning Scheme Review Report (2019).

20. Rezone the land on Zone Map 42 at Castle Crossing Road, Nangiloc/Colignan from FarmingZone to Public Use Zone 6 to reflect its use as a transfer station and to implement therecommendations of the Loddon Mallee Waste and Resource Recovery Group ReportImplementation Plan (2017) and recommendation No. 52 in the Mildura Planning SchemeReview Report (2019).

21. Rezone the land on Zone Map 17 at Sturt Highway, Cullulleraine from Public Conservationand Resource Zone to Public Use Zone 6 to reflect its use as a transfer station and toimplement the recommendations of the Loddon Mallee Waste and Resource RecoveryGroup Report Implementation Plan (2017) and recommendation No. 52 in the MilduraPlanning Scheme Review Report (2019).

22. Rezone the land on Zone Map 53 at 196 Dunkley Road, Ouyen from Public Use Zone 1 toPublic Use Zone 6 to reflect its use as a landfill and transfer station and to implement the




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recommendations of the Loddon Mallee Waste and Resource Recovery Group Report Implementation Plan (2017) and recommendation No. 52 in the Mildura Planning Scheme Review Report (2019).

23. Rezone the land on Zone Map 48 at Cemetery Road, Underbool from Public Use Zone 1 toPublic Use Zone 6 to reflect its use as a transfer station and to implement therecommendations of the Loddon Mallee Waste and Resource Recovery Group ReportImplementation Plan (2017) and recommendation No. 52 in the Mildura Planning SchemeReview Report (2019).

24. Rezone the land on Zone Map 50 at Hopetoun Walpeup Road, Walpeup from Public UseZone 1 and Farming Zone to Public Use Zone 6 to reflect its use as a transfer station and toimplement the recommendations of the Loddon Mallee Waste and Resource RecoveryGroup Report Implementation Plan (2017) and recommendation No. 52 in the MilduraPlanning Scheme Review Report (2019).

25. Rezone the land on Zone Map 57 at McErvale Street, Mittyack from Public Use Zone 1 toPublic Use Zone 6 to reflect its use as a transfer station and to implement therecommendations of the Loddon Mallee Waste and Resource Recovery Group ReportImplementation Plan (2017) and recommendation No. 52 in the Mildura Planning SchemeReview Report (2019).

26. Rezone the land on Zone Map 14 at 39 Dayman Street, Cowangie from Township Zone toPublic Use Zone 6 to reflect its use as a hard waste compound and to implement therecommendations of the Loddon Mallee Waste and Resource Recovery Group ReportImplementation Plan (2017) and recommendation No. 52 in the Mildura Planning SchemeReview Report (2019).

Zones – Schedules

1. Replace the existing Schedule 1 to the Low Density Residential Zone (Clause 32.03) with anew Schedule to make it consistent with the Ministerial Direction on the Form and Contentof Planning Schemes and to specify a dimension of 150 square metres above which apermit is required for an outbuilding to provide Council with discretion for largeoutbuildings in the zone.

2. Replace the existing Schedule 2 to the Low Density Residential Zone (Clause 32.03) with anew Schedule to make it consistent with the Ministerial Direction on the Form and Contentof Planning Schemes and to modify land descriptions and to specify a dimension of 150square metres above which a permit is required for an outbuilding to provide Council withdiscretion for large outbuildings in the zone.

3. Replace the existing Schedule 1 to the Mixed Use Zone (Clause 32.04) with a new Scheduleto make it consistent with the Ministerial Direction on the Form and Content of PlanningSchemes and to incorporate a recommendation (No. 5) from the Mildura Planning Scheme.

4. Review Report (2019) that the existing schedule be split into four new schedules to reflectdifferent objectives for each area.

5. Apply a new Schedule 2 to the Mixed Use Zone (Clause 32.04) consistent with theMinisterial Direction on the Form and Content of Planning Schemes and to incorporate arecommendation (No. 5) arising from the Mildura Planning Scheme Review Report (2019)




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that the existing schedule be split into four new schedules to reflect different objectives for each area.

6. Apply a new Schedule 3 to the Mixed Use Zone (Clause 32.04) consistent with theMinisterial Direction on the Form and Content of Planning Schemes and to incorporate arecommendation (No. 5) arising from the Mildura Planning Scheme Review Report (2019)that the existing schedule be split into four new schedules to reflect different objectives foreach area.

7. Apply a new Schedule 4 to the Mixed Use Zone (Clause 32.04) consistent with theMinisterial Direction on the Form and Content of Planning Schemes and to incorporate arecommendation (No. 5) arising from the Mildura Planning Scheme Review Report (2019)that the existing schedule be split into four new schedules to reflect different objectives foreach area.

8. Replace the existing Schedule to the Township Zone (Clause 32.05) with a new Schedule tomake it consistent with the Ministerial Direction on the Form and Content of PlanningSchemes.

9. Replace the existing Schedule to the General Residential Zone (Clause 32.08) with a newSchedule to make it consistent with the Ministerial Direction on the Form and Content ofPlanning Schemes.

10. Replace the existing Schedule to the Neighbourhood Residential Zone (Clause 32.09) with anew Schedule to make it consistent with the Ministerial Direction on the Form and Contentof Planning Schemes.

11. Replace the existing Schedule to the Industrial 1 Zone (Clause 33.01) with a new Scheduleto make it consistent with the Ministerial Direction on the Form and Content of PlanningSchemes.

12. Replace the existing Schedule to the Industrial 3 Zone (Clause 33.03) with a new Scheduleto make it consistent with the Ministerial Direction on the Form and Content of PlanningSchemes.

13. Replace the existing Schedule 1 to the Rural Conservation Zone (Clause 35.06) with a newSchedule to make it consistent with the Ministerial Direction on the Form and Content ofPlanning Schemes.



16. Apply a new Schedule 4 to the Rural Conservation Zone (Clause 35.06) consistent with theMinisterial Direction on the Form and Content of Planning Schemes and to retain andprotect remnant native vegetation which contributes to the rural landscape andvegetation amenity in accordance with the general purpose of the zone.

17. Replace the existing Schedule to the Farming Zone (Clause 35.07) with a new Schedule tomake it consistent with the Ministerial Direction on the Form and Content of Planning




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Schemes and remove the permit requirements for earthworks (arising from recommendation No. 32 of the Mildura Planning Scheme Review Report 2019) and to include a cross reference to the Special Control Overlay (SCO) introduced by Amendment C110mild in 2020.

18. Replace the existing Schedule 1 to the Rural Activity Zone (Clause 35.08) with a newSchedule to make it consistent with the Ministerial Direction on the Form and Content ofPlanning Schemes.

19. Replace the existing Schedule to the Public Use Zone (Clause 36.01) with a new Scheduleto make it consistent with the Ministerial Direction on the Form and Content of PlanningSchemes.

20. Replace the existing Schedule to the Public Park and Recreation Zone (Clause 36.02) with anew Schedule to make it consistent with the Ministerial Direction on the Form and Contentof Planning Schemes.

21. Replace the existing Schedule to the Public Conservation and Resource Zone (Clause 36.03)with a new Schedule to make it consistent with the Ministerial Direction on the Form andContent of Planning Schemes.

22. Replace the existing Schedule 1 to the Special Use Zone (Clause 37.01) with a newSchedule to make it consistent with the Ministerial Direction on the Form and Content ofPlanning Schemes.







29. Replace the existing Schedule 8 to the Special Use Zone (Clause 37.01) with a newSchedule to make it consistent with the Ministerial Direction on the Form and Content ofPlanning Schemes and to implement recommendation 9.1 of the Issues Paper Special UseZones 8 and 9 and DDOs 11 and 12 (Tract 2018).




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30. Replace the existing Schedule 9 to the Special Use Zone (Clause 37.01) with a newSchedule to make it consistent with the Ministerial Direction on the Form and Content ofPlanning Schemes and to implement recommendation 9.1 of the Issues Paper Special UseZones 8 and 9 and DDO11 and 12 (Tract 2018).


32. Replace the existing Schedule 1 to the Comprehensive Development Zone (Clause 37.02)with a new Schedule to make it consistent with the Ministerial Direction on the Form andContent of Planning Schemes.

33. Replace the existing Schedule to the Urban Floodway Zone (Clause 37.03) with a newSchedule to make it consistent with the Ministerial Direction on the Form and Content ofPlanning Schemes.

34. Replace the existing Schedule 1 to the Urban Growth Zone (Clause 37.07) with a newSchedule to make it consistent with the Ministerial Direction on the Form and Content ofPlanning Schemes.

Overlays – Maps

1. Delete Heritage Overlay (HO17) from 251 Eleventh Street, Mildura on Map 27HO as theoverlay affects a non-contributory building.

2. Delete Heritage Overlay (HO20) from land at 62-68 Deakin Avenue, Mildura on Map 27HOand from the schedule as the heritage building has been removed.

3. Delete Heritage Overlay (HO24) from land at 148 Twelfth Street, Mildura on Map 27HOand from the schedule as the heritage building has been removed.

4. Delete Heritage Overlay (HO31 and HO32) from land at 46 and 48 Lemon Avenue, Milduraon Map 27HO and from the schedule as the heritage buildings have been demolished.

5. Delete Heritage Overlay (HO107) from part of the land at 155 Belar Avenue, Irymple onMap 32HO as the site has no heritage value.

6. Delete Heritage Overlay (HO110) on Map 32HO from CA 9 Cureton Avenue and replace itwith Heritage Overlay (HO110) to the land at 138 Cureton Avenue, Nichols Point to reflectits accurate location.

7. Apply Heritage Overlay (HO130) to the land at Cooke Street, Nichols Point on Map 32HO toreflect the actual location of the heritage building.

8. Delete Heritage Overlay (HO130) from land at 687 Cureton Avenue and part of 16 CookeStreet, Nichols Point on Map 32HO and include HO130 to another part of 16 Cooke Streetto accurately reflect the affected heritage building.

9. Delete Heritage Overlay (HO147) on Map 31HO from part of the land at 2132 FifteenthStreet, Irymple as the land has been cleared.

10. Delete Heritage Overlay (HO161) on Map 32HO from land at Cureton Avenue and replaceit with Heritage Overlay (HO161) to the land at 242 Cureton Avenue, Nichols Point toreflect its accurate location.




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11. Delete Heritage Overlay (HO174) on Map 23HO from the land at Forbes Drive Merbein toand apply to Sawmill Road, Yelta as the heritage monument has been relocated.

12. Apply Heritage Overlay (HO204) to the land at 136 Lime Avenue Mildura on Map 27HO toidentify a heritage tree.

13. Delete Heritage Overlay (HO206 and HO215) from Map 27HO at 2-6 Chaffey Avenue,Mildura as these do not accurately reflect the current situation.

14. Apply Heritage Overlay (HO206 and HO215) to Map 27HO at 2-6 Chaffey Avenue, Mildurato accurately reflect the current situation.

15. Delete Heritage Overlay (HO207) on Map 27HO from the land at 138 Seventh Street,Mildura as the heritage tree is no longer there.

16. Delete Heritage Overlay (HO211) on Map 27HO from the land at 16 Kurrajong Avenue,Mildura as the heritage tree no longer exists.

17. Delete Heritage Overlay (HO213) from Map 27HO from the land at 224 Walnut Avenue,Mildura and 214 Walnut Avenue Mildura and from the schedule as the heritage trees areincorrectly mapped and are no longer there.

18. Apply Heritage Overlay (HO308) on Map 27HO to the land at 128a Eighth Street, Mildura,42 Deakin Avenue Mildura and 24-40 Deakin Avenue Mildura to extend the existingheritage precinct to the road frontage.

19. Apply the Development Plan Overlay Schedule 2 (DPO2), Salinity Management Overlayand Design and Development Overlay Schedule 5 (DDO5) to the land at 13 Dal Farra Road,Irymple on Map 34 to reflect a recommendation of the Panel for Amendment C89.

20. Apply the Development Plan Overlay Schedule 2 (DPO2) and Salinity Management Overlayto the land at 467-469 Riverside Avenue, Mildura on Map 28 to reflect Recommendation(iii) (h) arising from the Panel for Amendment C89.

21. Delete Public Acquisition Overlay (PAO1) from the land at 406 to 414 Benetook Avenue, Mildura on Map 29PAO as VicRoads no longer requires it and support its removal.

22. Delete Environmental Significance Overlay (ESO3) on Maps 24ESO and 25ESO on MeridianRoad and 1435 Sturt Highway, Merbein South as it has been re-numbered and absorbedinto ESO4.

23. Apply Environmental Significance Overlay (ESO4) to Maps 24ESO and 25ESO on MeridianRoad and 1435 Sturt Highway, Merbein South to replace ESO3, which has been re-numbered and absorbed into ESO4.

24. Apply the Environmental Audit Overlay (EAO) to the hard waste compound at Parker Lane,Tutye on Map 13 to implement a recommendation of the Loddon Mallee Waste andResource Recovery Group Report Implementation Plan (2017) and recommendation No. 52in the Mildura Planning Scheme Review Report (2019).

25. Apply the Environmental Audit Overlay (EAO) to the hard waste compound at Kelly Road,Boinka on Map 51 to implement a recommendation of the Loddon Mallee Waste andResource Recovery Group Report Implementation Plan (2017) and recommendation No. 52in the Mildura Planning Scheme Review Report (2019).




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26. Apply the Environmental Audit Overlay (EAO) to the transfer station at Lacey Avenue,Lindsay Point on Map 1 to implement a recommendation of the Loddon Mallee Waste andResource Recovery Group Report Implementation Plan (2017) and recommendation No. 52in the Mildura Planning Scheme Review Report (2019).

27. Apply the Environmental Audit Overlay (EAO) to the transfer station at Delahoy Road,Meringur on Map 6 to implement a recommendation of the Loddon Mallee Waste andResource Recovery Group Report Implementation Plan (2017) and recommendation No. 52in the Mildura Planning Scheme Review Report (2019).

Overlays – Schedules

1. Replace the existing Schedule 1 to the Environmental Significance Overlay (Clause 42.01)with a new Schedule to make it consistent with the Ministerial Direction on the Form andContent of Planning Schemes.

2. Replace the existing Schedule 2 to the Environmental Significance Overlay (Clause 42.01)with a new Schedule to make it consistent with the Ministerial Direction on the Form andContent of Planning Schemes.

3. Delete the existing Schedule 3 to the Environmental Significance Overlay (Clause 42.01) asthe content of the schedule is to be absorbed into the schedule for ESO4.

4. Replace the existing Schedule 4 to the Environmental Significance Overlay (Clause 42.01)with a new Schedule to make it consistent with the Ministerial Direction on the Form andContent of Planning Schemes and to merge the detail of the existing schedule 3 (ESO3 –Merbein Mushrooms Buffer Area) into ESO4 (Incompatible Land Use Buffer Area).

5. Replace the existing Schedule 1 to the Vegetation Protection Overlay (Clause 42.02) with anew Schedule to make it consistent with the Ministerial Direction on the Form and Contentof Planning Schemes.

6. Replace the existing Schedule 2 to the Vegetation Protection Overlay (Clause 42.02) with anew Schedule to make it consistent with the Ministerial Direction on the Form and Contentof Planning Schemes.

7. Replace the existing Schedule to Clause 43.01 (Heritage Overlay) with a new schedule thatincludes application requirements previously contained at Clause 22.02 (Heritage) of theLocal Planning Policy Framework and to make it consistent with the Ministerial Directionon the Form and Content of Planning Schemes.

8. Replace the existing Schedule 1 to the Design and Development Overlay (Clause 43.02)with a new Schedule to make it consistent with the Ministerial Direction on the Form andContent of Planning Schemes.






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12. Apply a new Schedule 5 to the Design and Development Overlay (Clause 43.02) for theland at 13 Dal Farra Road, Irymple to reflect a recommendation of the Panel forAmendment C89.




16. Replace the existing Schedule 9 to the Design and Development Overlay (Clause 43.02)with a new Schedule to make it consistent with the Ministerial Direction on the Form andContent of Planning Schemes and to implement recommendation 9.1 of the Issues PaperSpecial Use Zones 8 and 9 and DDO11 and 12 (Tract 2018).




20. Replace the existing Schedule 13 to the Design and Development Overlay (Clause 43.02)with a new Schedule to make it consistent with the Ministerial Direction on the Form andContent of Planning Schemes and to implement recommendation 9.1 of the Issues PaperSpecial Use Zones 8 and 9 and DDO 11 and 12 (Tract 2018).


22. Replace the existing Schedule 1 to the Development Plan Overlay (Clause 43.04) with anew Schedule to make it consistent with the Ministerial Direction on the Form and Contentof Planning Schemes.




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28. Replace the existing Schedule to the Salinity Management Overlay (Clause 44.02) with anew Schedule to make it consistent with the Ministerial Direction on the Form and Contentof Planning Schemes.

29. Replace the existing Schedule to the Floodway Overlay (Clause 44.03) with a new Scheduleto make it consistent with the Ministerial Direction on the Form and Content of PlanningSchemes.

30. Replace the existing Schedule to the Land Subject to Inundation Overlay (Clause 44.04)with a new Schedule to make it consistent with the Ministerial Direction on the Form andContent of Planning Schemes.

31. Replace the existing Schedule 1 to the Parking Overlay (Clause 45.09) with a new Scheduleto make it consistent with the Ministerial Direction on the Form and Content of PlanningSchemes and the Mildura CBD Plan (Planisphere 2007).

Particular Provisions

1. Replace the existing Schedule to Clause 52.02 (Easements, Restrictions and Reserves) witha new Schedule to make it consistent with the Ministerial Direction on the Form andContent of Planning Schemes.

2. Replace the existing Schedule to Clause 52.05 (Signs) with a new Schedule to make itconsistent with the Ministerial Direction on the Form and Content of Planning Schemes.

3. Replace the existing Schedule to Clause 52.17 (Native Vegetation) with a new Schedule tomake it consistent with the Ministerial Direction on the Form and Content of PlanningSchemes.

4. Insert a new Schedule to Clause 52.27 (Licensed Premises), consistent with the MinisterialDirection on the Form and Content of Planning Schemes.

5. Insert a new Schedule to Clause 52.28 (Gaming), consistent with the Ministerial Directionon the Form and Content of Planning Schemes.




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6. Replace the existing Schedule to Clause 53.01 (Public Open Space) with a new Schedule tomake it consistent with the Ministerial Direction on the Form and Content of PlanningSchemes.

7. Replace the existing Schedule to Clause 59.15 (Local VicSmart Applications) with a newSchedule to make it consistent with the Ministerial Direction on the Form and Content ofPlanning Schemes.

8. Replace the existing Schedule to Clause 59.16 (Information Requirements and decisionGuidelines for Local VicSmart Applications) with a new Schedule to make it consistent withthe Ministerial Direction on the Form and Content of Planning Schemes.

General Provisions

Replace the existing Schedule to Clause 66.04 (Referral of Permit Applications under Local Provisions) with a new Schedule to make it consistent with the Ministerial Direction on the Form and Content of Planning Schemes.

Replace the existing Schedule to Clause 66.06 (Notice of Permit Applications under Local Provisions) with a new Schedule to make it consistent with the Ministerial Direction on the Form and Content of Planning Schemes.

Operational Provisions

Insert a new Schedule to Clause 72.08 (Background Documents) that consolidates and updates all background documents from Clause 21 of the Local Planning Policy Framework.

Insert a new Schedule to Clause 74.01 (Application of Zones, Overlays and Provisions) to provide an explanation of the relationship between the municipal objectives, strategies and controls on the use and development of land in the planning scheme. The schedule consolidates all planning scheme implementation actions from Clause 21 of the Local Planning Policy Framework.

Insert a new Schedule to Clause 74.02 (Further Strategic Work) that consolidates all relevant further strategic work actions from Clause 21 of the Local Planning Policy Framework.




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Appendix C Document list

No. Date Description Provided by

1 7 Mar 22 Panel Directions and Hearing Timetable Planning Panels Victoria

2 7 Mar 22 Email with details of submitters being represented by Roy Costa Roy Costa

3 18 Mar 22 Email advising of non attendance at Hearing Roy Costa

4 23 Mar 22 Council Part A submission Mildura Rural City Council

5 23 Mar 22 Version 2 of Hearing Timetable and Distribution List Planning Panels Victoria

6 28 Mar 22 Council Part B submission Mildura Rural City Council

7 30 Mar 22 Council closing submission Mildura Rural City Council



Council Response to Panel Report for Amendment C104 1

Mildura Planning Scheme

Amendment C104

Planning Authority Response to Panel

Report

April 2022




1. BACKGROUND

Amendment C104 was the outcome of a range of strategic work that Council

undertook in recent years culminating in the most recent Mildura Planning Scheme

Review Report (2019).

Amendment C104 implemented planning controls arising from the:

• Mildura Planning Scheme Review Report (2019);

• Mildura Council Plan (2017-2020);

• Mildura Retail Strategy Review (2018);

• Loddon Mallee Waste and Resource Recovery Group Report Implementation

Plan (2017);


Amendment C104 also translated the former state and local planning policy

frameworks into the new Planning Policy Framework required by the state

government; and it also modified all schedules to zones and overlays to align with new

Ministerial Directions.

Specifically, the amendment replaced the existing Local Planning Policy Framework

(LPPF) with a new Municipal Planning Strategy (MPS) at Clause 02; and a new Planning

Policy Framework (PPF) at Clauses 11 to 19 including policy directions arising from the

existing planning scheme and the adopted Council reports.

The amendment included eleven (11) revised Strategic Maps; twenty six (26) modified

zoning maps; and twenty seven (27) new overlay maps incorporating recommended

strategic changes or to correct anomalies.

2. EXHIBITION

Amendment C104 to the Mildura Planning Scheme was exhibited from 20 August 2021

to 18 October 2021. All affected ratepayers were forwarded details of the proposed

amendment. Officers fielded numerous calls from ratepayers regarding the detail of

the amendment and how it might affect them.

3. SUBMISSIONS

Council received a total of twenty six (26) submissions to the Amendment (including

five late submissions).




Council considered all initial submissions and officers spoke to a number of submitters

in an attempt to resolve concerns. Nevertheless, it was evident that a number of

submissions remained outstanding.

The major issues that emerged in the exhibition period were:

• Agency submissions. (Submission Nos 12,16,21,22)

• A number of submissions wanting changes to existing controls, especially on or

around Fifteenth Street. (Submission Nos 2, 3, 4, 5, 7, 24)

• A number of submissions wanting to be included in another zone or overlay but

without providing any strategic basis for change (Submission Nos 1, 8, 9a, 13,

15, 16, 17, 18, 19, 20, 23, 25, 26)

• A small number of submissions seeking clarification (9b, 10, 14, 15, 16)

• A small number of submissions offering support or no objection (6,11,12).

4. PANEL HEARING

The Panel conducted a Directions Hearing on 3 March 2022.

At the Directions Hearing, the Panel noted that one consultant (Roy Costa) had lodged

12 requests to be heard on behalf of his clients. Mr Costa, following discussions with

Council, advised Planning Panels Victoria prior to the full Hearing that he did not wish

to be heard, but still requested that the Panel consider his submissions. No other

submitters requested to be a party to the Hearing.

The full Panel hearing was conducted on 30 March 2022.

5. PANEL REPORT

The Panel Report was received by Council on 8 April 2022. The Panel found that the

Amendment was consistent with the new policy framework introduced by

Amendment VC148, was consistent with Ministerial Direction on the Form and

Content of Planning Schemes and appropriately introduced new material from other

strategic work to ensure it is as up to date as possible.

The Panel noted the ‘Key issues’ raised in submissions included:

• requests to rezone and amend overlay controls for some land.

• whether these submissions were within the scope of the Amendment.

• how to manage existing dwellings in the urban transition area between

Mildura and Irymple.

• minor edits, corrections and updates.




More specifically, the Panel summarised its assessment of the submissions as follows;

Agencies

The Environment Protection Authority did not object but requested that Council

consider Ministerial Direction 1 (Potentially Contaminated Land) and Planning Practice

Note 30 (Potentially Contaminated Land 2021) for the rezonings that would allow for

sensitive land uses.

Individual submitters or groups of submitters

The key issues by submitters were:

• Mildura has a residential land supply shortage and more land should be

rezoned as a result.

• existing dwellings in the Fifteenth Street urban transition area should be

allowed to be extended and redeveloped for residential uses.

• site specific changes to planning controls should be supported.

6. PANEL RESPONSE TO SPECIFIC ISSUES

6.1 Rezoning requests (Submissions Nos. 1, 8, 15, 17, 18, 19, 20, 23, 25 and 26).

The above submissions all took the opportunity of the Am. C104 exhibition to request

changes to the zoning and/or overlay regime in the existing MPS.

Council Response to Submission

Council did not make detailed responses to these submissions and emphasised that

this did not mean that the submissions had no merit, but rather, Council had not turned

its mind to that issue. Instead, all submissions will be referred to the up-coming

Planning scheme review so that they can be more thoroughly assessed as a part of that

process. It was further submitted that the submissions were beyond the scope of the

amendment (and of the Panel) and should be pursued separately.

Panel response

The Panel agreed with Council that those submissions that requested a change in

planning controls for land that have not been exhibited are beyond the scope of the

Amendment. Council emphasised the need to take a long-term strategic approach to

planning in Mildura that may not have been particularly evident in the past and this is

a position that the Panel strongly supported.

The Panel assumed that the submitters were satisfied that the issues raised were to




be addressed by the next planning scheme review and noted that in any event, a

submitter could still pursue a proponent-led Amendment to the planning scheme if

they wanted to.

The Panel understood that the basis of many of the requests was that there was not

a sufficient residential land supply in Mildura. However, it also noted that Council

advised it that currently zoned land “represents an adequate land supply for the next

15 to 18 years.” This comprises land for 6,000 dwellings. This does not include infill

development expected in Mildura (2,200 dwellings) or residential development in

Irymple (500-600 dwellings), Nichols Point (350 dwellings) or Red Cliffs (1,000-1,200

dwellings). It also does not include the significant residential supply from the Mildura

East Growth Area that Council has started the strategic implementation for.

The Panel was satisfied there is currently an adequate residential land supply in

Mildura Rural City.

6.2 Fifteenth Street modifications (Submissions Nos.2, 3, 4, 5, 7 and 24).

Submissions 2, 3, 4, 5, 7 and 24 relate to the urban transition area between Mildura

and Irymple on Fifteenth Street. The issue raised was that either the zone and/or

overlay regime on 15th Street should be removed (SUZ and DDO) or the details of the

controls should be further modified.

Council Response to Submissions

For as long as there has been a new format planning scheme in Mildura, there has

been a commitment to a separation or ‘non-urban break’ between the towns of

Mildura and Irymple.

Council emphasised that the ‘context’ for assessment of these submissions was critical

and stressed that each submission needed to be assessed in the context of the history

and the intent of the planning controls along Fifteenth Street, rather than in isolation.

While ‘one-off’ incursions might seem innocent enough, it is the cumulative effect of

these ‘one-off’ decisions that can quickly erode the long-term vision.

Panel response

The Panel accepted that the policy basis for a separation between Mildura and Irymple

along Fifteenth Street has been a long-held ambition with strong community support.

This is achieved effectively through use controls (with commercial uses as a focus in

SUZ9 and community uses in SUZ8), built form controls (such as significant setbacks

and separation between buildings) and landscaping controls (significant areas




particularly fronting Fifteenth Street).

The Panel acknowledged that there will always be existing uses that need to be

addressed with new planning controls for ‘brownfield’ areas. The Panel also

acknowledged that some uses will fit the new vision, and some will not. Those that

don’t will transition out over time. The key issue, according to the Panel, is not to

entrench them to a point where the achievement of the vision is impeded. The Panel

considered that Council had reached an appropriate balance with the treatment of

existing dwellings in this area.

Accordingly, the Panel agreed with all exhibited changes, particularly the existing

dwelling provisions of SUZ8.

7. CONSEQUENTIAL ISSUES

Council acknowledged in its submission that there needed to be some relatively minor

consequential changes to the amendment documentation as a result of the exhibition

process.

Amendment C104 was exhibited using the Council Plan 2017-2020. Since then the

2021-2025 Council Plan had been adopted and it contains a ‘Community Vision’ for

the municipality that is built on the five foundation elements of Environment,

Community, Place, Economy and Leadership.

Council submitted that it is appropriate to now reference the 2021-2025 Council Plan

at Clause 02.02 and to include a new ‘Vision’.

DELWP had advised Council in late February 2022 of the need to make changes to the

Amendment following the gazettal of modifications to the PPF under Amendment

VC204. DELWP advised that as a result of structural changes to Clause 18 (Transport)

there was a need to relocate exhibited content in Clause 18 in Amendment C104.

DELWP further advised that all of this could be done ‘post Panel’ before the

amendment is adopted and discussions with the Department are already well

advanced to achieve this.

8. PANEL CONCLUSIONS

The Panel concluded that Amendment C104 was supported by, and implemented, the

relevant sections of the PPF, and was consistent with the relevant Ministerial

Directions and Practice Notes. The Amendment was well founded and strategically

justified and should proceed.

At the urging of Council, the Panel addressed the unreasonable delay in the exhibition




of the Amendment. While the Panel noted that the drafting of the amendment was a

collaborative effort between Council and DELWP staff it was subject to several delays

that were out of the Council’s control. The Panel specifically addressed the eight-

month delay following the request for authorisation and stated.

An example of delays in the process is that Council requested authorisation in

September 2020 and did not receive a response for 8 months. The Amendment was

eventually exhibited in August 2021. The Panel is unsure why authorisation took this

long, however as a step in the process to ensure state policy is protected it does

seem an inordinate amount of time that has led to this Amendment implementing

a planning scheme review from 2019 at the same time as Council is about to embark

on its next planning scheme review.

The Panel agreed with Council that all the requests to rezone land or amend overlay

controls were outside of the scope of this Amendment. The Panel observed that none

of these changes were exhibited and adjoining landowners would be unaware of these

requests. In some cases, the submissions have been referred to the next planning

scheme review or other strategic work underway.

The Panel also noted that some submissions requested more certainty for existing

dwellings in the Fifteenth Street urban transition area which is an area where the long-

held vision for the land does not include dwellings or residential use. The Panel

supported the inclusion of provisions for the existing dwellings in Schedule 8 to the

Special Use Zone (where some residential use would be compatible with its

community uses-based zone) to address this issue but the Panel did not agree with

submitters that the same allowance should be made in Schedule 9 to the Special Use

Zone where commercial uses are encouraged.

Several post exhibition changes were proposed by Council and the Panel found that

most of these were minor edits, updates or corrections that it supported.

On that basis, the Panel recommended that Mildura Planning Scheme Amendment

C104 be adopted as exhibited subject to the recommendations discussed in detail at

Section 9 below.

9. PANEL RECOMMENDATIONS

Council’s final position on the amendment to reflect its (and the Panel’s) assessment

of submissions included a number of suggested changes.




It was apparent to Council that these relatively minor modifications were required to

the exhibited material and it invited the Panel to include them in its

recommendations.

The Panel endorsed most of these suggestions and concluded that Amendment C104

was supported by, and implemented, the relevant sections of the PPF, and is

consistent with the relevant Ministerial Directions and Practice Notes. It found that

Amendment C104 ‘….is well founded and strategically justified and should proceed

subject to addressing the more specific issues raised in submissions…’ and as discussed

in its report.

The Panel made ten recommendations and the following Table lists those

recommendations and the proposed Council response to each.




Recommendation Number

Clause Panel Recommendation Council Response

1 02.02 Amend Clause 02.02-1 (Council Plan vision) by including reference to the Council Plan 2021–2025 and replacing the vision statement with:

‘We will be a place to live, belong and visit with infrastructure and development that enhances our lifestyle’.

Accept

2 02.03 Amend Clause 02.03 to include Merbein and Red Cliffs before and after the reference to Ouyen in the second paragraph.

Accept

3 11.01-1L Amend Clause 11.01-1L to correct the spelling of Nicols Point to Nichols Point in the heading.

Accept

4 18 Amend Clause 18 (Transport) in consultation with the Department of Environment, Land, Water and Planning prior to approval to ensure it is consistent with the changes made by Amendment VC204.

Accept (See modified Clause 18 attached)

5 Schedule to DDO8


Accept

6 Schedule to SUZ8

Amend Schedule 8 to the Special Use Zone to:

• insert ‘Dwelling (other than in accordance with Clause 4.0 of

this schedule)’ in Section 3 of Table 1

• include a cross reference to Schedule 11 to the Design and

Development Overlay at Cl. 4.0.

Accept

7 Schedule to SUZ9


Accept

8 Schedule to DD010

Amend Schedule 10 to the Design and Development Overlay to:

• replace the word ‘different’ with ‘consistent’ in the first

design objective

• refer to a ‘6 metre separation’ in the buildings and works

controls of Clause 2.0

• delete the word ‘native’ from the landscaping provisions at

Cl 5.0.

Accept

9 Schedule to DD011

Amend Schedule 11 to the Design and Development Overlay to:

• delete the word ‘native’ from the landscaping provisions at

Cl 5.0

• insert the words ‘side and rear’ in dot point 3 of Clause 2.0.

Accept

10 72.08 Amend the schedule to Clause 72.08 to include Hansen Partnership as the author of ‘Ontario-Flora Land Use Vision and Urban Design Framework’ (2010).

Accept


Page 191

14.8 QUARTERLY FINANCIAL MANAGEMENT REPORT - MARCH 2022

File Number: C-18152 02/01/07 Officer: General Manager Corporate 1. Summary

This report presents Council’s draft financial position for the period ending 31 March 2022 through a number of standard reports that have been prepared using generally accepted accounting principles.

In summary, these reports show:

• a surplus of $36.03 million

• capital expenditure of $24.20 million

• cash and cash equivalents balance of $34.44 million

• investments greater than three months or $60.85 million. 2. Recommendation

That Council notes the contents of the Quarterly Financial Management Report for the period ending 31 March 2022.

3. Background

Financial regulations require certain reports comparing actual data against the published Annual Budget to be prepared and presented to Council to facilitate decision making. Reports provided are:

• Draft Income Statement

• Draft Balance Sheet

• Draft Cash Flow Statement

• Draft Statement of Capital Works.

4. Discussion There are no consultation implications associated with this report. The budget process begins in October in order to meet required timeframes for the Budget to be completed and adopted by 30 June. The figures and timings thereof in the Budget are predominantly decided upon in October, November, December and January. This means that events occurring after this time, but prior to June, will not always be reflected in the Budget and can cause variances to occur. This year, variances can be expected to have more volatility due to the continued impact of the COVID-19 global pandemic.


Page 192

Income Statement

Council’s operating gross turnover to the end of March 2022 is $105.20 million, which is $4.07 million above the budgeted forecast. Council’s expenditure to the end of March is $81.41 million. This is $5.90 million below budget forecast. It is worth noting that the majority of this income is due to the striking of our rates. Accounting standards dictate we show all our rate income for 2021-2022 upon being struck even though we have not yet physically received the cash receipts. The overall operating surplus of $23.79 million will reduce to our expected budgeted position as at 30 June 2022. The operating result is $9.97 million ahead of budget expectation for the period ending 31 March 2022.

Balance Sheet Current assets are $116.83 million as at 31 March 2022. Trade and other receivables are sitting at $21.05 million, which is predominantly attributable to rates being raised in July 2021. As rates receipts are received, this figure will reduce down to our expected budgeted position as at the end of June 2022. Cash Flow Statement Council’s cash and cash equivalents for the period ending 31 March is $34.44 million. Council also has $60.85 million in cash deposits with a maturity of greater than three months. These are required to be included as financial assets and not cash and cash equivalents. Statement of Capital Works Council is $2.28 million behind our published budget for the period ending 31 March 2022 with total expenditure of $24.20 million. This year Council’s total Capital Works Budget is $43.73 million before carry forwards. Expenditure is tracking lower than expected largely due to supply constraints from COVID-19 impacts.

5. Time Frame This report relates to Council’s financial position as at 31 March 2022.

6. Strategic Plan Links This report relates to the Council Plan 2021-2025 in the Strategic Direction: Leadership Outcome to be achieved:




Page 193

8. Consultation Proposed/Undertaken There are no consultation implications associated with this report.

9. Implications Policy This report has been prepared in line with current Council policies. Legal/Statutory The information in this report is dictated by Australian Accounting Standards and Best Practice Financial Reporting. Financial The information provided in this report indicates that Council remains in a sound financial position. Environmental There are no environmental implications associated with this report. Social There are no social implications associated with this report. Economic There are no economic implications associated with this report.

10. Risk Assessment By adopting the recommendation, Council will not be exposed to any significant risks.


No conflicts of interest were declared during the preparation of this report. Attachments 1⇩ Quarterly Financial Management Report - March 2022



Quarterly Financial Management Report31 March 2022



Annual Budget

2021/2022

YTD Budget 31 Mar 2022

YTD Actuals 31 Mar 2022

Variance

$'000 $'000 $'000 $'000 % Ref

IncomeRates and charges 79,014 78,354 78,772 418 1 Statutory fees and fines 2,391 1,591 1,573 (18) (1)User fees 8,620 6,311 4,618 (1,693) (27) 1Grants - operating 22,056 10,627 15,398 4,771 45 2Contributions - monetary 259 194 718 524 270 3Other income 5,761 4,051 4,118 67 2 Total income 118,101 101,128 105,197 4,069 4

ExpensesEmployee costs 53,446 40,610 38,295 2,315 6 Materials and services 45,123 31,529 28,086 3,443 11 4Bad and doubtful debts 133 - - - - Depreciation 17,607 13,205 13,205 - - Amortisation - intangible 161 121 121 - - Amortisation - right of use 74 - - - - Borrowing costs 1,028 771 637 134 17 5Finance costs - leases 51 - - - - Other expenses 1,485 1,078 1,066 12 1 Total expenses 119,108 87,314 81,410 5,904 7

Surplus (deficit) from operations (1,007) 13,814 23,787 9,973 72

Grants - capital 15,010 10,732 11,298 566 5

Net gain/(loss) on disposal of property, infrastructure, plant and equipment (1,683) (1,262) 311 1,573 (125) 6

Contributions - monetary (capital) 1,023 600 634 34 6

Contributions - non-monetary (capital) 1,952 1,421 - (1,421) -

Surplus/(deficit) 15,295 25,305 36,030 10,725 42

Other comprehensive income

Items that will not be reclassified to surplus or deficit in future periods:

Net asset revaluation increment / (decrement) 18,905 - - - -

Share of net profits/(losses) of associates and joint ventures accounted for by the equity method (990) - - - -

Total comprehensive result 33,210 25,305 36,030 10,725 42

MILDURA RURAL CITY COUNCIL INCOME STATEMENT

For the period ending 31 March 2022



Ref Item

1 User fees

2 Grants - operating

3 Contributions - monetary

4 Materials and services

5 Borrowing costs

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

Additional grants received in addition to adopted budget which includeincrease in Victorian Grants Commission (VGC) allocation, grants forCommunity support and economic recovery, and funding for InstrumentLanding system at Mildura Airport auspiced through Mildura Council.

Fees continue to track lower than adopted budget due in part to COVID-19 Community Relief with the waiving of various fees. The continuationof restrictions and delayed overall economic activity have also contributedto lower landfill fees, facility hire fees and day care fees.

MILDURA RURAL CITY COUNCIL

VARIANCE EXPLANATION REPORTFor the period ending 31 March 2022

INCOME STATEMENT

Explanation

Borrowing cost are lower due to timing of loan repayments compared tobudget forecast and by delaying drawdown of new loan.

Due to COVID-19 and other world events, impacts on supply chains hascontinued during the March quarter. This has impacted on supplies ofmaterials and services with year to date actuals tracking lower thanoriginally forecast.

Relates to Murrayville project which is auspiced through Mildura Council,however the asset is now owned by Council and is therefore treated asoperational income.

Relates to sale of assets with income received during the year, withdisposal of assets processed at end of financial year which causesvariations during quarterly budget reviews.



Annual Budget

2021/2022


$'000 $'000

AssetsCurrent assetsCash and cash equivalents 57,031 34,444 Trade and other receivables 7,251 21,047 Other financial assets 2,850 60,850 Inventories 576 459 Other assets 1,370 32 Total current assets 69,078 116,832

Non-current assetsTrade and other receivables 3,787 4,095 Other financial assets 1,750 1,750 Right of use asset 1,038 1,164 Investments in associates 50,627 51,458 Property, infrastructure, plant and equipment 967,548 920,973 Intangible assets 10,909 10,939 Total non-current assets 1,035,659 990,379 Total assets 1,104,737 1,107,211

LiabilitiesCurrent liabilitiesTrade and other payables 2,704 4,021 Trust funds and deposits 1,507 3,476 Unearned income 3,778 - Provisions 12,699 10,862 Interest bearing liabilities 3,214 537 Lease liabilities 86 - Total current liabilities 23,988 18,896

Non-current liabilitiesProvisions 29,787 33,607 Interest bearing liabilities 18,840 14,281 Lease liabilities - non current 1,484 1,590 Total non-current liabilities 50,111 49,478 Total liabilities 74,099 68,374 Net assets 1,030,638 1,038,837

EquityAccumulated Surplus 417,538 444,092 Reserves 613,100 594,745 Total equity 1,030,638 1,038,837

MILDURA RURAL CITY COUNCIL BALANCE SHEET

As at 31 March 2022



Annual Budget

2020/2021 Inflows

(Outflows)


Inflows

(Outflows)


Inflows

(Outflows)

Variance

$'000 $'000 $'000 $'000 % Ref

78,949 56,843 65,301 8,458 15 12,391 1,845 1,573 (272) (15) 29,103 7,177 5,980 (1,197) (17) 3

23,159 11,002 16,168 5,166 47 415,761 11,484 10,709 (775) (7)

1,282 510 1,420 910 179 5929 699 293 (406) (58) 6

6,000 4,600 3,188 (1,412) (31) 74,832 3,624 4,016 392 11 82,229 1,672 1,215 (457) (27) 9

(52,979) (37,805) (41,862) (4,057) 11 10(48,722) (29,715) (28,201) 1,514 (5)

(6,000) (4,940) (2,887) 2,053 (42) 11(1,536) (1,152) (798) 354 (31) 12

35,398 25,844 36,115 10,271 40

(43,733) (26,140) (24,204) 1,936 7

617 450 311 (139) 31 13343 255 - (255) -

- - (1,000) (1,000) 100 14

(42,773) (25,435) (24,893) 542 2

(1,028) (750) (637) 113 15 158,000 8,000 - (8,000) -

(3,214) (2,900) (2,694) 206 7(51) - - - - (86) - - - -

3,621 4,350 (3,331) (7,681) 177

(3,754) 4,759 7,891 3,132 66

60,785 60,772 26,553 (34,219) (56) 16

57,031 65,531 34,444 (31,087) (47)

Statutory fees and finesUser fees

Contributions - monetary

Grants - operating

Other payments

Net GST refund / paymentEmployee costsMaterials and servicesTrust funds and deposits repaid

Grants - capital

Interest receivedTrust funds and deposits takenOther receipts

Net cash provided by/(used in) operating activities

Cash flows from investing activitiesPayments for property, infrastructure, plant and equipment

Repayments of loans and advances

Net cash provided by/ (used in) investing activities

Proceeds from sale of property, infrastructure, plant and equipment

Term deposit movement (short vs long

MILDURA RURAL CITY COUNCIL CASH FLOW STATEMENT

As at 31 March 2022

Cash flows from operating activitiesRates and charges

Cash flows from financing activities

Proceeds from borrowingsFinance costs

Cash at beginning of financial year

Net cash provided by/(used in) financing activities

Net increase/(decrease) in cash & cash equivalents

Cash and cash equivalents at the end of the period/financial year

Repayment of lease liabilities

Repayment of borrowings Interest paid - lease liability



Ref. Item Explanation

1 Rates and charges

2 Statutory fees and fines

3 User fees

4 Grants - operating

5 Contributions - monetary

6 Interest received

7 Trust funds and deposits taken

8 Other receipts

9 Net GST refund / payment

10 Employee costs

11 Trust funds and deposits repaid

Rates and charges are tracking higher than budgeted due to increase ineconcomic activity with COVID-19 restrictions being eased, and due to intereston rates being charged.

Additional grants received in addition to adopted budget which includeincrease in Victorian Grants Commission (VGC) allocation, grants forCommunity support and economic recovery, and funding for InstrumentLanding system at Mildura Airport auspiced through Mildura Council.

Relates to Murrayville project with related contributions being received andforecast into December quarter. Also, higher than normal developercontributions have been received to date due to increased building activity.These are generally difficult to predict timing of.

Parking infringements not being enforced due to COVID-19 and relatedrestrictions therefore reducing statutory fines.

Fees continue to track lower due to COVID-19 Community Relief with thewaiving of various fees. The continuation of restrictions and delayed overalleconomic activity have also contributed to lower landfill fees, facility hire feesand day care fees.

The increase relates to reversal of accrual transactions for 2021 financial yearend, and also related employee provision increases, and additional payrolloccuring during March quarter.

Timing difference between actuals and original forecast. These are typicallydifficult to predict timing with procurement activity.

While term deposit interest rates are increasing slightly, our originalinvestments are still tracking lower than originally budgeted.

Timing differences which are difficult to predict as to when invoices are timedin creditor payment runs.

Increase in rates interest penalty charges, child care benefits and otherreimbursements during the March quarter.

MILDURA RURAL CITY COUNCIL

As at 31 March 2022VARIANCE EXPLANATION REPORT

CASH FLOW STATEMENT

Timing difference between actuals and original forecast. These are typicallydifficult to predict timing with procurement activity.



Ref. Item Explanation

12 Other payments

13 Proceeds from sale of property, infrastructure, plant and equipment

14 Term deposit movement (short vs long term)

15 Finance costs

16 Cash at beginning of financial year

Variance due to investments shifting between short term and long terminvestments.

Sale of assets are lower than forecast due to supply chain issues withsubstanial delays especially with motor vehicles and other plan andequipment.

Variance due to investments shifting from short term to long term investments,not actual reduction in cash.

Borrowing cost are lower due to timing of loan repayments compared tobudget forecast and by delaying drawdown of new loan.

Reduction in expenditure to budget mostly due to closure of MAC Theatre withcancellation of events and/or shifting of dates, and therefore reduction inpayments to external shows/events.

MILDURA RURAL CITY COUNCIL CASH FLOW STATEMENT

VARIANCE EXPLANATION REPORTAs at 31 March 2022



Annual Budget


YTD Actuals 31

Variance

$'000 $'000 $'000 $'000 % Ref

- - 1,901 (1,901) 100 1- - 1,901 (1,901) 100 -

- 18,902 8,678 6,467 2,211 25 218,902 8,678 6,467 2,211 25

18,902 8,678 8,368 310 4

811 1,133 670 463 41 3185 129 160 (31) (24) 4315 220 196 24 11 5

2,369 2,186 2,054 132 6

3,680 3,668 3,080 588 16

12,803 10,292 9,459 833 81,022 654 573 81 12 6

Drainage 658 441 240 201 46 71,939 592 643 (51) (9)2,723 93 98 (5) - 1,635 2,009 1,696 313 16 8

371 46 47 (1) (2)Off street car parks - 8 - 8 100 9

21,151 14,135 12,756 1,379 10

43,733 26,481 24,204 2,277 9

Kerb and channel

Footpaths and cycle ways

MILDURA RURAL CITY COUNCIL STATEMENT OF CAPITAL WORKS

As at 31 March 2022

InfrastructureRoads

Computers and telecommunicationsFixtures, fittings and furnitureLibrary books

PropertyLandTotal land

BuildingsBuildingsTotal buildings

Total property

Plant and equipment

Plant, machinery and equipmentTotal plant and equipment

Total infrastructure

Total capital works

Recreational, leisure and community facilitiesWaste managementParks, open space and streetscapes



Ref. Item

1 Land

2 Buildings

3 Computers and telecommunications

4 Fixtures, fittings and furniture

5 Library books

6 Footpaths and cycle ways

7 Drainage

8 Parks, open space and streetscapes

9 Off street car parks

Delays with the CCTV and lighting installations for Riverfront & CBD.

Delays with the landscaping upgrade of Mildura Marina with tenderingready to begin with alteration to the completion date due to variousevents along the riverfront during March, April and May.

Simon Court play equipment replacement has been ordered howeverthere are delays in the supply of the equipment.

Lake Cullulleraine foreshore amenities project been delayed. Theplayground equipment vendor panel process was unsuccessful and wehave now revised the documentation and released an Equote thatcloses later this month.

CBD tree infrastructure replacement program is currently beingdeveloped with works on this project commencing in May.

Orders for Library material has been raised, waiting delivery andinvoices for payment.

The design is working through Hinshelwood (Recreation Avenue) carpark design.

Delays due to internal design costs to be journaled with other projectsunderway delaying invoices until next quarter.

Delays in the project design development for the Murray River Trail withpotential additional funding opportunities. The project control group areinvestigating options which may alter scope of project.

Relates to purchase of additional land for Stage 2 of Mildura SportingPrecinct project.

Supply issues due to impacts of COVID-19 have continued andcontributed to variation against budget.

Stage 2 of Mildura Sporting Precinct contract was awarded later thananticipated with expenditure expected from April - May onwards. Therewere also additional delays in receipt of planning approval from RegionalRoads Victoria.

The replacement of Information systems hardware is tracking behinddue to supply delays with expenditure pushing into next quarter.

VARIANCE EXPLANATION REPORTAs at 31 March 2022

Explanation

MILDURA RURAL CITY COUNCIL STATEMENT OF CAPITAL WORKS


Page 203

14.9 MILDURA CITY HEART BUSINESS PLAN UPDATE 2022-2023 AND HALF-YEARLY REPORT - JULY TO DECEMBER 2021


This report presents the Mildura City Heart Incorporated’s (MCH) Half Yearly Report against the Annual Business Plan 2021-2022 (being July to December 2021) to Council for consideration and both the Annual Business Plan and Estimated Financials 2022-2023 to Council for endorsement. All are required in accordance with the Memorandum of Understanding (MOU) currently operating between both Mildura Rural City Council and MCH.

2. Recommendation

That Council endorse the Mildura City Heart Incorporated Half-Yearly Report on the Annual Business Plan 2021-2022, Financial Estimates 2022-2023 and Annual Business Plan 2022-2023 as presented.

3. Background

Clause 30 of the MOU between Council and MCH stipulates that each year MCH will present to Council:

• a Half Yearly Report (July – December) against the Strategic Plan and Business Plan, which will contain an assessment of the achievement of agreed outcomes and key performance indicators in the current period, an assessment of MCH’s performance in meeting its budget and financial targets in the current period; and benchmarked results for the current financial year.

• the Business (Financial) Plan, which will contain the strategies and actions required to achieve the objectives of the Mildura City Heart Strategic Plan for the forthcoming financial year; the financial estimates (annual budget) of the operation of MCH, the resources, physical and human required to perform the services; and any other necessary and relevant matters.

4. Consultation Proposed/Undertaken

The MCH Half-Yearly Report (being July to December 2021) against the Annual Business Plan 2021-2022 and the Annual Business Plan and Estimated Financials 2022-2023 were presented to and discussed with Council on 11 May 2022 at a presentation made by MCH Marketing Manager Danielle Hobbs with MCH Chairman Adam Hobbs in attendance. The presentation to Council was delivered by way of Microsoft Teams communication.

5. Discussion The Half-Yearly Report details the MCH’s satisfactory achievements against the key performance indicators established between Council and MCH.


Page 204

The MCH Business Plan 2022-2023 is contained within the MCH five-year plan and provides strategic planning detail under the following priorities:

• Activation

• Communication

• Advocacy

• Experiential

• Adding Value.

6. Time Frame The reports under consideration were presented in accordance with agreed timeframes.

7. Strategic Plan Links This report relates to the Council Plan 2021-2025 in the Strategic Direction: Economy Outcomes to be achieved:

• A valued and vibrant tourism industry and recognised visitor destination

• An agile economy underpinned by innovation and industry that attracts investment.

Place

Outcome to be achieved:

• Vibrant, prosperous and activated CBD and town centres.

8. Asset Management Policy/Plan Alignment No further consultation is required in this process.

9. Implications Policy There are no policy implications associated with this report. Legal/Statutory There are no legal or statutory implications associated with this report. Financial There are no direct financial implications associated with this report. Environmental There are no environmental implications associated with this report. Social There are no social implications associated with this report. Economic There are no significant economic impacts associated with this report, acknowledging however that this report forms part of efforts to maintain a vibrant CBD.


Page 205

10. Risk Assessment

By adopting the recommendation, Council will not be exposed to any significant risk.



Attachments 1⇩ Mildura City Heart Half-Yearly Report - July to December 2021

2⇩ Mildura City Heart Business Plan 2022-2023

3⇩ Mildura City Heart Estimated Financials 2022-2023



H

alf Yearly Report ag

ainst MRC

C / M

CH

Mem

orandum

of Und

erstanding

A

nnual Key Perform

ance Indicators July – D

ecemb

er 2021 K

PI M

easure

Progress of Strategic Plan N

ominated actions achieved w

ithin specified timefram

es each year

Strategy

Activation: W

e will engage in projects w

ith our stakeholders that boost economic, social and cultural grow

th to stimulate visitation to M

ildura’s City H

eart all year round.

Action

21-22 H

alf Year Progress

An events strategy to

stimulate visitation

Annual calendar &

themes

promoted

Monitored and updated Events, Prom

otion and Social Media calendar.

Delivered

events: Winter w

onderland Ice Skating School Holiday Program

, MD

AS D

ay in the Mall, M

allee CM

A -

Flood Plains Restoration Project, SCH

S Hom

ebase School Holiday Program

, Mildura C

ity Markets, M

ildura Brass

Band, M

ildura Com

munity C

hoir, Stray Notes, M

ildura District O

rchestra, Kelly D

onnelly Choir, B

uskers, Iwan and

Andrea’s Rock Jam

Concert, Tw

ilight Market,

Cancelled

events: Sunraysia's BIG

GEST Playgroup for C

hildren’s Week w

ith MA

SP, MRC

C, M

FC and M

CH

, Mildura

Writer’s Festival In Praise of G

arlic dinner with A

lice Zaslavsky, Wentw

orth Country M

usic Festival, SMEC

C (Sunraysia

Mallee Ethnic C

omm

unities Council) M

ulticultural Festival, CLB

3x3 Basketball tournam

ent Goanna Run, A

rts Mildura,

Mildura C

ity Markets.

Christm

as promotions and events: $25,000 G

ift Card G

iveaway, Santa’s W

orkshop and Reindeer Training Academ

y in form

er Priceline building 62 Langtree Mall.

Promotion of them

es with traders w

ith direct emails, m

onthly trader newsletter and private Facebook group.

Promotion of events through M

CH

social platforms, TV, cinem

a, radio and print



Promotion of events through external agencies such as M

RCC

What’s O

n and Event’s newsletter, M

RD Visit M

ildura and A

ustralian Tourism D

atabase Warehouse (A

TDW

).

Evaluate and review

events mix

Continuing discussions w

ith MRD

and MRC

C on collaborating to create or attract new

events, through Place A

ctivation Subcomm

ittee set up by MRC

C Steering C

omm

ittee for CB

D Revitalisation.

Continue to identify gaps in event calendar, prom

ote space as a potential location for events and actively pursue opportunities to w

ork with local and national events.

Creative trader

placemaking w

ill add to the visitor experience

Share examples in each

newsletter

Participation in Outdoor D

ining and Entertainment A

ctivation Working G

roup; umbrella sleeves, street furniture

upgrade, temporary parklet trial extension, roving entertainm

ent (busking permit activation), etc.

Continue update of M

ildura City H

eart projects such as Murals, U

P Project, Outdoor D

ining and Entertainment

Create a trader C

all to A

ction

Call out to traders to participate w

ith Business Victoria’s O

utdoor Dining, Entertainm

ent and Activation grants w

ith M

RCC

and MRD: um

brella sleeves, street furniture upgrade, temporary parklet trial extension, roving entertainm

ent (busking perm

it activation), greening etc. Short-term

utilisation of vacant shops w

ill prom

ote vibrancy and attract new

tenants

Promote opportunities

Share the EOI for U

P Project to participants, inc service agreement and budget.

Prospectus updated to assist comm

ercial real estate agents, property owners and developers to prom

ote the purchase or lease of M

CH

precinct properties.

Evaluate and review

Evaluate Business C

hamber and Trader G

roup Grant U

P Project pilot in July, Board approval to passively support

project for 12 months

Updated EO

I post-pilot, current participants are: 51 Langtree Sonny and the Dolls, 57 Langtree Tilley’s Furniture

window

display, 62-64 Langtree CoLab activation, 76 Langtree C

ultivator Inc, 78 Langtree Christie C

entre The C

ollective, 82 Langtree Zee & Z Pop U

p Space

Next review

due June 2022

Strategy

Com

munication: M

ildura City H

eart’s stakeholders will be kept inform

ed and encouraged to participate through timely and engaging com

munications.

Action

21-22 H

alf Year Progress

Effective comm

unications w

ith our stakeholders U

pdate the stakeholder database

Traders: Monthly update m

aster database, Cam

paign Monitor and Survey M

onkey, coinciding with M

anagement

Report for Board m

eeting.

External organisations: update master databases for organisations and individuals relevant to M

CH

business twice

yearly.

Request for MRC

C to becom

e intermediate com

municator betw

een landowners and M

CH

.



Schedule a mix of

comm

unications w

ithin budget

Internal comm

unications: newsletter, closed Facebook group, em

ail.

External comm

unications: website, social m

edia, TV, cinema, radio, print.

Implem

ent & evaluate

promotions

Assessm

ent of reach for social, internet and website such as visits, bounce rates and session duration.

Implem

ent standard practice for evaluating promotion and event outcom

es – survey traders and visitors.

Exploring secondary outcomes of prom

otions and events, and how to evaluate this.

Collaborate w

ith MRC

C to create and im

plement Placem

aking Survey.

Evaluate and review Evaluate successful com

munication m

ethods with traders and im

plement through com

munication plan.

Continually review

most

relevant and efficient platform

s for com

munication to

maxim

ise stakeholder engagem

ent

Evaluate and review

Traders:

Com

munication through private traders Facebook group continuing to be a preferred w

ay to receive information

from M

CH

office. Continued m

onthly newsletter and targeted em

ails where necessary.

Exploring further capabilities of database managem

ent such as hitting inboxes, SMS, incentivising survey responses.

Visitors:

Expanded marketing for TV and sponsored social m

edia ads continue until June 2022. Beyond this w

e will retract

back to Mildura region only for TV. ‘Sum

mer in the C

ity’ going to eastern South Australia, southern N

SW north-

western Victoria.

Removing from

cinema advertising based on

Explored further radio options, staying with station w

ith demographic and reach for our m

essage

Expanding social media advertising, lim

ited print advertising.

Continued prom

otion of events, promotions and activities through external agencies such as M

RCC

What’s O

n and Event’s new

sletter, MRD

Visit Mildura and A

ustralian Tourism D

atabase Warehouse.

Property O

wners:

Com

munication w

ith property owners is lim

ited. Enquiring with M

RCC

and comm

ercial property agents about more

direct access to property owners as m

ajor stakeholders, within privacy boundaries.

MRC

C:

Continued com

munication as stakeholder in M

RCC

lead comm

ittees and consultations ie Outdoor A

ctivation Grant,

Access and M

obility Strategy, Urban Tree Strategy, C

BD

Steering Com

mittee and Econom

ic, Built Infrastructure and

Place Activation Subcom

mittees.

Powerhouse Stakeholder C

onsultation, Visitor Servicing Strategy.



Linkages and strong branding are attached to everything that w

e support

Review and evaluate

the education of traders regarding social m

edia

Continued creation of photo library of traders, business, precinct, and graphics for M

CH

and traders to use ie Shop Local tiles, W

elcome B

ack photographs.

Continued provision of trader im

ages supplied to traders for use in their business promotions.

Updating M

CH

Gift C

ard media package for traders inc Facebook and Instagram

post and story formatted im

agery, sam

ple words for posts etc. for general and C

hristmas use.

Continue to advise traders about upcom

ing training available through MRD

.

Continuing key m

essages: Shop Local, Gift from

the Heart, Love This Place.

Review and evaluate

development of

sponsor guidelines

Reviewed and updated policy, procedure and form

s for outbound and in-kind sponsorship opportunities.

Keep register of outbound sponsorship for reporting and budgeting.

Review and evaluate

the development of

generic promotional

window

materials

Window

decal: Shop Local, MC

H G

ift Cards A

ccepted Here

Christm

as decal promotion not continued due to cost and uptake of opportunity by traders.

Posters for MC

H prom

otions and events eg Love Local Gift C

ard Giveaw

ay, Winter W

onderland Iceskating, Reindeer Training A

cademy and Santa’s W

orkshop, Christm

as Gift C

ard Giveaw

ay

UP Project w

indow decal for leasing available com

mercial spaces: ‘Looking to lease a property? B

e part of the Heart’

with Q

R code straight to comm

ercial agent’s website page for the property.

Strategy

Ad

vocacy: By listening to our stakeholders M

ildura City H

eart will be w

ell placed to effectively advocate on their behalf.

Action

21-22 H

alf Year Progress

Actively collaborate w

ith stakeholders to build m

utually beneficial relationships

Survey traders, research evidence create issues &

opportunity statem

ent &

advocate

Building on feedback through the Strategic Plan, continue to assess and evolve the SW

OT based on stakeholder and

MC

H B

oard input.

Advocate issues and opportunities w

ith MRC

C: Langtree A

venue connectivity with Riverfront, w

ayfinding, family

services, public facilities (toilets, breastfeeding/parenting rooms), transit assessm

ent (car parking plans/map and

education), Footpath Trading, Youth Services.

Maintenance and A

menity: C

RMs to M

RCC

for Parks & G

ardens (trees, greenery, watering), W

aste Managem

ent (cleaning, rubbish bins), M

aintenance (paving, etc).

Mural and Poster projects: developing a contract w

ith Telstra for the Telstra Exchange, workshop w

ith Anita

Laurence for Streets of Your Town, w

ork with M

RCC

officer to pursue use of Coles lanew

ay wall.



62 Langtree: Arts M

ildura, Reindeer Training Academ

y, Santas List, Loose Parts, Shaun Parker, Mallee C

MA

, Sunraysia C

omm

unity Health Services, M

DA

S, MRC

C Youth Engagem

ent Services.

76 Langtree: Sunraysia Arts and Learning M

usic program, M

ildura Base Public H

ospital Drum

beat program.

78 Langtree: The Christie C

entre participating in UP Project as The C

ollective

Events: Goanna Run w

ith Desert C

ity Rodders (cancelled), Biggest Playgroup w

ith MA

SP, MRC

C, B

e Me Play

Therapy, MA

MPs (cancelled) SM

ECC

Multicultural Festival (cancelled), M

allee CM

A floodplains (partially delivered)

Measure user

experience M

RCC

no longer working w

ith PlaceScore, instead developing a survey and educational leaflet in partnership with

MRC

C Placem

aking Officer to m

easure visitor experience each March to begin dataset collection.

Advisor for the Sm

art Cities Tender (B

uloke Shire Council, G

annawarra Shire C

ouncil, Swan H

ill Rural City C

ouncil and M

RCC

) including installation of people counters in the Langtree Mall

Participate in MRC

C

planning O

utdoor Activation G

rant working group, A

ccess and Mobility Strategy, U

rban Tree Strategy, CB

D Steering

Com

mittee and Econom

ic, Built Infrastructure and Place A

ctivation Subcomm

ittees, Powerhouse Stakeholder

Consultation, Visitor Servicing Strategy, Reconciliation D

ay murals, basketball ring installation, unsuccessful LM

C for

turf in the Mall, tender evaluation w

ith MRC

C for Internet of Things, C

LB 3x3 Event (cancelled) M

RCC

Events, w

elcomed M

RCC

Governance officer Larni B

aird to representative role for board meetings.

Enhance understanding and encourage positive action through stakeholder education

Educate visitors and traders

Social media focus on inform

ing audience across diverse topics such as: new/long term

/retiring traders/businesses, prom

otions, activations, board mem

bers, poster and gift card sales, MRC

C activity, history, etc.

Continued supply of C

OVID

updates regarding regulations, grant opportunities and CO

VID O

fficer activity. Participated in A

ctive Transit and Car Parking Strategy session.

Monthly m

eetings with VIC

POL

Educate traders re M

CH

purpose C

ontinued comm

unication through Facebook group, monthly new

sletters and direct email.

Annual Reporting as opportunity to educate traders about M

CH

activity and opportunity.

Continued education through social m

edia and website.

Continued m

edia releases via ‘stories & people’ w

ebsite tab https://ww

w.m

ilduracity.com.au/people-and-stories

Distributing W

elcome Pack and D

irector Prospectus for new traders.

Support the curation of a balanced m

ix of traders to m

eet visitor needs

Target new traders

Requested regular updates from com

mercial agents, self-m

anaging property owners.

Update research into other m

ain street operations and their comm

ercial leasing processes, in conjunction with M

RD.

Updating Real Estate Prospectus by incorporating feedback from

Premier Retail M

arketing director David W

est and local com

mercial estate agents.



Provide information to nationals, franchises and sm

all businesses interested in the MC

H precinct.

Update w

elcome

packs. W

elcome Pack inc W

elcome docum

ent, Shop Local and Gift C

ards Accepted H

ere decal, MC

H staff contact details

Workflow

instated including Welcom

e Pack, Director Prospectus and business visit.

Maintain relationships

Supply research into curated mix of business and current gaps to com

mercial estate agents.

Connecting w

ith estate agents through production of collateral that supports their business – Real Estate Prospectus, W

elcome Pack

Review m

ethod &

outcomes

Traders social and networking events invite to be re-established in 2022. Feedback is for quarterly gatherings.

Strategy

Experiential: M

ildura’s City H

eart will be a w

elcoming, fun, social and inclusive place w

ith clean, green meeting spaces, and an evolving am

bience.

Action

21-22 H

alf Year Progress

Visitors will be attracted

to Mildura C

ity Heart as a

preferred meeting place

Support MRC

C to

enhance and maintain

MC

H

Maintaining M

RCC

public land and assets through CRM

requests (19 from July to D

ecember) and direct

engagement w

ith officers.

Meet w

ith MRC

C internal C

BD

Managem

ent group to discuss infrastructure and operational maintenance of C

BD

.

MC

H C

hair Treasurer and Manager join C

BD

Steering Com

mittee (originally W

orking Group).

MC

H C

hair Treasurer and Manager join C

BD

subcomm

ittees for Economic, B

uilt Infrastructure and Place Activation.

Explore laneway

activations Explored through C

BD

subcomm

ittees for Economic, B

uilt Infrastructure and Place Activation.

Continue to identify lanew

ay walls such as H

eley Walk and C

oles for potential mural sites.

Continue to support events in Tschirpig Lane (Sum

mer Thrills/Sunny D

reams, Juicy Lane etc)

Investigate opportunities, in conjunction with M

RCC

Road Safety Officer, to activate lanew

ay connectivity with m

ural art on lanew

ay surface.



An evolving am

bience will

encourage repeat visitation

Implem

ent Plan H

arness opportunities to participate in Outdoor A

ctivation grant funding: leveraging grant opportunity to reinvigorate a busking culture in conjunction w

ith MRC

C B

usking Policy, Feast Street parklets, planter boxes and greenery, electrical upgrades, um

brella sleeves, street furniture etc.

Approved Land M

anager’s Consent to convert tem

porary basketball ring into permanent.

Approved Land M

anager’s Consent to replace existing fairy lights on Langtree and Eighth roundabout.

Rejected LMC

to add grass to base of trees in Langtree Mall.

Christm

as activation with m

obile entry drop (bike), carolling in the streets, and vacant property converted into C

hristmas W

onderland.

Review and evaluate

Music m

anagement subscription w

ith Habitat D

igital successful and will continue, adding m

essaging for MC

H events

and promotions at Easter and C

hristmas, and general G

ift Card, Shop Local and Eat Local m

essaging all year round.

Audio system

overhaul rejected again by MRC

C, dangerous to depend on for events.

Continued prom

otion and implem

entation of murals to attract visitation.

Regularly check on BIA

s in Australia, such as Prahran VIC

, Jetty Road SA, C

entral Geelong Vic, and internationally

such as Canada, U

SA and B

ritain to harvest ideas and opportunities.

Follow VillageW

ell and other placemaking organisations for inspiration and education.

Working w

ith MRC

C Placem

aking officer and Place Activation Subcom

mittee.

Review and plan for the reintroduction of com

munity events in M

CH

precinct.

Connected traders w

ill cross prom

ote a ‘village’ atm

osphere

Facilitate social engagem

ent activities N

ot available.

Share trader inform

ation Share inform

ation internally: newsletter, closed Facebook group, em

ail.

Share information externally: co-hosting Facebook events, w

ebsite directory, social media, advertising.

Develop guidelines

for traders C

ontinually connected through Facebook group and emails regarding photography/prom

otion opportunities, participation in #loveLocal prom

otion, Christm

as Elf on the Shelf promotion etc

Encourage trader linkage to events

Invitations to traders for participation in Christm

as Elf on the Shelf activation, ‘We A

ccept MC

H G

ift Cards here’,

Children’s W

eek activation (cancelled), school holiday activities such as Storytime.

Implem

ent, review &

evaluate

Ongoing review

ing through surveying and feedback.



Strategy

Ad

ding

Value: B

y engaging in collective activities, we w

ill add value for Mildura C

ity Heart’s traders and visitors m

aking it a first-choice destination.

Action

21-22 H

alf Year Progress

Increased visitation and custom

er engagement

Implem

ent campaign,

review &

evaluate Im

plement Sum

mer in the C

ity, Experience and Stay & Play advertising cam

paign for local and regional placement.

Ongoing social m

edia campaigns: Shop Local, Stories &

People, Trader Highlight, M

ural Project, Gift C

ard, special occasion, events and prom

otions.

Increase footfall for Gift C

ard Give A

ways for #LoveLocal and C

hristmas, reinvest in precinct traders w

ith prizes. C

ontinue with #LoveLocal but a lesser value than C

hristmas.

Cultivate and continue relationships w

ith comm

unity groups and organisations to build a cross section of events for delivery in the C

BD

Implem

ent value adding activities

Bring back Ice Skating

Supply trader/business photography to businesses.

Creating m

edia packs for traders such as Gift C

ard social media pack, G

ift Card gifting flyer etc

Investigating online gift card system/chip card system

vs EFT gift card system.

Increase visitation through events and promotions and curated business offerings.

Monitor statistics

Monitoring post-reporting and statistics for w

ebsite and social media traffic, G

oogle traffic, TVC and radio placem

ent traction.

Entries for Love Local Gift C

ard Giveaw

ay

Entries for Christm

as Gift C

ard Giveaw

ay promotion @12,200

Christm

as activation, total visitation: 5645

Gift C

ard sales for July to Decem

ber were up from

$202,161.60 in 2020 $269,478.50 in 2021

Supplied feedback for Mildura Rural C

ity Council’s Sm

art Cities tender assessm

ent for Internet of Things (IoT) in relation to people counting in Langtree M

all.

Promote the program

Love Local G

ift Card G

iveaway to prom

ote foot traffic, stimulate spend in the precinct and reinvest w

ith gift cards back into precinct, along w

ith opportunity to promote traders and supporting local.

Gift C

ard giving promotion out to organisations and groups in tim

e for the gift giving season.



Increased market reach

and improved business

success outcomes for

traders

Implem

ent support program

C

OVID

related supports through private Facebook comm

unications updating traders with C

OVID

information, grant

opportunities, financial and emotional support agencies etc.

Marketing budget w

as increased, acknowledging inability to use events budget, and sw

itched across to digital platform

s to reach customers.

Support traders with collateral for socials.

Monitor opening/closing hours, opening/closing businesses

Christm

as activation and promotion first activity/event prom

otion for the financial year.

Identify & prom

ote collective opportunities

Marketing: #LoveLocal, Stay &

Play, Experience, Christm

as

Gift C

ard promotion capturing local spend for the 200+

businesses involved in the program

Total gift card sales July – Decem

ber:

2016: 1,293 at $101,706

2017: 1,544 at $115,632

2018: 2,026 at $172,159

2019: 2,441 at $203,028

2020: 2,186 at $202,112

2021: 2,874 at $269,478.50

Review and evaluate

Marketing report requested from

agency for end of financial year

Survey results on impact of m

arketing to traders

Target specific custom

er segments

for destination m

arketing

Local focus

#LoveLocal, Shop/Eat/Service Local, Gift C

ard, Christm

as Give A

way

Tourism focus

Experience MC

H cam

paign: Facebook, Instagram, YouTube, G

oogle, TVC, C

inema

Interests: Holidays, Food &

Wine, Rural tourism

, Shopping, Road trip, Wine tasting, C

aravan (travellers), Tourism,

Restaurants, Wine cellar or Travel

Age G

roup: 25 – 65+

Audience: A

delaide, Ballarat, B

endigo, Halls G

ap, Melbourne, W

arrnambool, B

roken Hill, Renm

ark, Echuca, H

orsham, Shepparton, Sw

an Hill, M

ildura



Seek external funding and partnerships to support M

ildura City H

eart initiatives

Participate in stakeholder activities

Small B

usiness Wellbeing Technical A

dvisory Group led by Financial C

ounselling Victoria

Victorian Governm

ent Outdoor A

ctivation Grant w

orking group led by MRC

C

MRC

C: A

ctive Transit and Car Parking Strategy, Pow

erhouse Stakeholder Consultation, Visitor Servicing Strategy.

Attend m

eetings/workshops/events hosted by stakeholders: M

RCC

, MRD

, NA

IDO

C, N

ML, H

omebase, C

ultivator Inc, Sunraysia C

omm

unity Health Services, M

VIC, Financial C

ounselling Victoria.

Support external organisations events with in-kind and financial sponsorship: B

uronga Primary School, C

HA

LLIS, Irym

ple Primary School, M

ildura Lawn Tennis C

lub, Mildura Rotary of D

eakin, Mildura Sw

imm

ing Carnival, Red C

liffs Secondary C

ollege, Sunraysed Voices.

Identify partner opportunities

- Grants

- Events

Efficiencies

Small B

usiness Wellbeing Technical A

dvisory Group

Victorian Governm

ent Outdoor A

ctivation Grant.

MRC

C G

rants for traders.

MRC

C B

etter Approvals / C

oncierge / online Events Application.

MRC

C C

BD

Steering Com

mittee and subcom

mittees for Econom

ic, Built Environm

ent and Place Activation.

MRC

C C

RMs for C

BD

maintenance.

MRD

& M

RCC

socials support/share for campaigns and single posts.

Telstra, Coles, C

ultivator Inc, The Art Vault, SuniTA

FE, Mildura South and C

haffey College w

ith MC

H for M

ural Project.

MRD

and MRC

C Events, along w

ith traders for future Mildura Taste B

etter events.

MVIC

and MRC

C Events to support visiting business and sporting events.

Review and evaluate

Implem

enting policy, procedure, and forms to assist m

anagement of sponsorship, m

ural and street art, vacancy activation.

Continue to build on com

munity opportunities to leverage m

utually compatible and sustainable relationships.

Working w

ith MRC

C Events to refine M

RCC

online Event Application to avoid duplication and capture events held in

MC

H precinct.

Gather feedback from

traders and visitors for the Outdoor A

ctivation grant expenditure.

Review and feedback to Financial C

ounselling Victoria re: wellbeing resources and participate in the regionals forum

s to identify C

OVID

pressure points specific to our regions.



July: Ice Skating

July: Love Local Cam

paign



July – Decem

ber: Gift C

ard promotion

A

ugust – October: Support Local (lockdow

n)



September – N

ovember: general reopening support

July – Decem

ber Social Media: Shop Local, Eat Local, Service Local



September: School H

oliday Program

July – D

ecember: A

menity



October: Shaun Parker &

Com

pany Residency of TROLLEYS



October: A

GM



Novem

ber – Decem

ber: Victorian Governm

ent Outdoor D

ining and Entertainment G

rant Activation

Novem

ber – Decem

ber: Summ

er in the City (TVC

stills)



July – Decem

ber: Welcom

e

July – D

ecember: Farew

ell



Decem

ber: Christm

as in the City



U

P Project



Budget VarianceMildura City Heart IncFor the 6 months ended 31 December 2021

Actual Budget Var AUD Var %

IncomeIncome: Equipment Hire $1,905.95 $0.00 $1,905.95Income: Grants & sponsorship $10,000.00 $0.00 $10,000.00Income: Income from MRCC $320,000.00 $297,530.00 $22,470.00 7.5522%Income: Income from Online Postage $209.07 $0.00 $209.07Income: Interest Received $181.96 $0.00 $181.96Income: Mildura Posters and Postcards $1,398.20 $0.00 $1,398.20Total Income $333,695.18 $297,530.00 $36,165.18 12.2%

Gross Profit $333,695.18 $297,530.00 $36,165.18 12.1551%

Less Operating Expenses

Administration Administration: Accounting & Audit Fees $1,650.00 $1,500.00 $150.00 10.0% Administration: Bank Charges $2,162.76 $2,250.00 -$87.24 -3.8773% Administration: Cleaning & office supplies $569.85 $1,860.00 -$1,290.15 -69.3629% Administration: General / misc expenses $0.00 $510.00 -$510.00 -100.0% Administration: Gift Card Consumables $11,008.30 $5,040.00 $5,968.30 118.4187% Administration: Hire of plant & equipment $316.71 $600.00 -$283.29 -47.215% Administration: Insurance $3,276.98 $900.00 $2,376.98 264.1089% Administration: IT Support $544.54 $1,320.00 -$775.46 -58.747% Administration: Outgoings - Office lease $18,551.28 $19,200.00 -$648.72 -3.3788% Administration: Outgoings - Power $618.84 $2,160.00 -$1,541.16 -71.35% Administration: Outgoings - Rates $2,211.84 $2,400.00 -$188.16 -7.84% Administration: Outgoings - Telephone,mobile & internet $2,273.91 $1,860.00 $413.91 22.2532% Administration: Outgoings - Water Rates $346.68 $510.00 -$163.32 -32.0235% Administration: Policy Management $0.00 $7,000.00 -$7,000.00 -100.0% Administration: Postage $176.99 $210.00 -$33.01 -15.719% Administration: Printing & Stationery $731.11 $1,500.00 -$768.89 -51.2593% Administration: Sponsorship $90.91 $1,800.00 -$1,709.09 -94.9494% Administration: Subscriptions $2,205.30 $4,200.00 -$1,994.70 -47.4929% Administration: Traders meetings & functions $1,161.09 $1,000.00 $161.09 16.109% Administration: UP Project $14,926.17 $8,100.00 $6,826.17 84.2737% Administration: Website $1,412.00 $600.00 $812.00 135.3333% Total Administration $64,235.26 $64,520.00 -$284.74 -0.4%

Events - City Heart Events City: Christmas in the City $62,672.55 $70,000.00 -$7,327.45 -10.4678% Events City: Ice Skating $4,152.49 $0.00 $4,152.49 Events City: Live Music in Langtree Mall $3,981.82 $12,000.00 -$8,018.18 -66.8182% Events City: Mildura City HeArt Mural Project $625.40 $8,000.00 -$7,374.60 -92.1825% Events City: Mildura Fashion Night Out $0.00 $18,000.00 -$18,000.00 -100.0% Events City: School Holidays $1,841.18 $18,000.00 -$16,158.82 -89.7712% Total Events - City Heart $73,273.44 $126,000.00 -$52,726.56 -41.8%

Events - Other Events Other: Country Music $0.00 $30,000.00 -$30,000.00 -100.0% Events Other: Goanna Run $0.00 $6,000.00 -$6,000.00 -100.0% Events Other: Shaun Parker Dance Residency $0.00 $5,000.00 -$5,000.00 -100.0% Events Other: SMECC Mulicultural Festival $1,015.00 $0.00 $1,015.00 Events Other: Summer Thriills $4,075.82 $0.00 $4,075.82 Total Events - Other $5,090.82 $41,000.00 -$35,909.18 -87.6%

Marketing Marketing: Advertising - Cinema $170.45 $2,250.00 -$2,079.55 -92.4244% Marketing: Advertising - Radio Placement $0.00 $7,200.00 -$7,200.00 -100.0% Marketing: Advertising - Social Media Sponsored Posts - Mildura $0.00 $600.00 -$600.00 -100.0% Marketing: Advertising - Social Media Sponsored Posts - Other $0.00 $4,980.00 -$4,980.00 -100.0% Marketing: Advertising - Television Placement - Broken Hill $0.00 $6,600.00 -$6,600.00 -100.0% Marketing: Advertising - Television Placement - Mildura $12,831.00 $13,200.00 -$369.00 -2.7955% Marketing: Advertising - Televison Placement - Riverland $0.00 $6,600.00 -$6,600.00 -100.0% Marketing: Annual Report $3,850.00 $3,000.00 $850.00 28.3333% Marketing: Banners $4,593.31 $8,000.00 -$3,406.69 -42.5836% Marketing: Director Prospectus $210.00 $600.00 -$390.00 -65.0% Marketing: Experience MCH $3,721.82 $3,000.00 $721.82 24.0607% Marketing: Flags $0.00 $7,600.00 -$7,600.00 -100.0% Marketing: Gift Card $1,120.00 $0.00 $1,120.00 Marketing: Mildura Posters and Postcards $0.00 $420.00 -$420.00 -100.0% Marketing: Music Management $726.36 $600.00 $126.36 21.06% Marketing: Placemaking $0.00 $3,000.00 -$3,000.00 -100.0% Marketing: PR and Coms $21,201.82 $18,000.00 $3,201.82 17.7879%



Marketing: Shop Local $6,706.36 $6,000.00 $706.36 11.7727% Marketing: Social Media Content and Management $18,873.64 $19,800.00 -$926.36 -4.6786% Marketing: Table tennis $0.00 $300.00 -$300.00 -100.0% Marketing: UP Project $315.00 $0.00 $315.00 Marketing: Website Content and Management $3,140.00 $7,200.00 -$4,060.00 -56.3889% Marketing: Welcome Pack $0.00 $600.00 -$600.00 -100.0% Total Marketing $77,459.76 $119,550.00 -$42,090.24 -35.2%

Plant & equipment Plant & Equipment: Computer Hardware $68.14 $3,300.00 -$3,231.86 -97.9352% Plant & equipment: Fuel $320.64 $480.00 -$159.36 -33.2% Plant & Equipment: Office Furniture $2,549.89 $0.00 $2,549.89 Plant & equipment: Purchase plant & equipment $5,526.28 $0.00 $5,526.28 Plant & equipment: Registrations & Insurance $1,395.77 $540.00 $855.77 158.4759% Plant & equipment: Repairs & Maintenance $786.96 $720.00 $66.96 9.3% Total Plant & equipment $10,647.68 $5,040.00 $5,607.68 111.3%

Staff & volunteers Staff and volunteers: Employee's Workcover $0.00 $618.00 -$618.00 -100.0% Staff and volunteers: Staff Amenities $89.68 $720.00 -$630.32 -87.5444% Staff and volunteers: Staff Training $420.00 $1,000.00 -$580.00 -58.0% Staff and volunteers: Superannuation $7,359.00 $7,800.00 -$441.00 -5.6538% Staff and volunteers: Uniform $0.00 $300.00 -$300.00 -100.0% Staff and volunteers:Wages $78,125.17 $99,000.00 -$20,874.83 -21.0857% Total Staff & volunteers $85,993.85 $109,438.00 -$23,444.15 -21.4%

Total Operating Expenses $316,700.81 $465,548.00 -$148,847.19 -31.9725%

Net Profit $16,994.37 -$168,018.00 $185,012.37 110.1146%



KPI

Measure

Stakeholder satisfaction with M

CH

services Level of satisfaction

Action

21-22 Progress

Annual Trader survey response

Benchm

ark 2017: 58.83% satisfied

Benchm


B

enchmark 2019: 75%

satisfied B

enchmark 2020: 85.72%

satisfied

Benchm


Com

pletely satisfied 2017: 20.59%

2018: 33.33%

2019: 25%

2020: 42.86%

2021: 66.67%

Satisfied 2017: 38.24%

2018: 33.33%

2019: 50%

2020: 42.86%

2021: 22.22%

Neither satisfied nor

unsatisfied 2017: 32.35%

2018: 26.67%

2019: 25%

2020: 14.29%

2021: 11.11%

Unsatisfied

2017: 5.88%

2018: 6.67%

2019: 0%

2020: 0%

2021: 0%

Com

pletely unsatisfied 2017: 2.94%

2018: 0%

2019: 0%

2020: 0%

2021: 0%

Constructive Survey Feedback

See below

How

satisfied are you w

ith the operations of M

ildura C

ity Heart B

oard and

Manag

ement d

uring 2021?

• Just thanks for being there for traders and helping us as required. It is appreciated!

• N

o complaints

• A

ppreciate the support from C

ity Heart m

anagement and staff

• C

omm

unication is king •

Love the flower boxes and w

ant more for the bar- specifically 3 m

ore W

hat events, activities and p

romotions w

ould you like to see d

elivered in 2022?

• D

ancing classes in the mall, yoga in the m

all, more public perform

ance, assistance with collective them

ed window

displays to bring people into the mall,

trader drinks once a month or every tw

o months

• m

any traditional events are going ahead again, great to see •

Things that activate 8th street. Maybe street parties?

• C

hristmas prom

otions are always great but m

aybe we need m

ore hey look at all these business we have

• N

ight markets w

ould something to look at

• Food events, arts and culture events rather than car related events

What events, activities and

prom

otions would

you like to see delivered

in 2022? •

Happy and feel w

ell supported



• prom

oting instore and offsite events relating to the bookshop Really pushing the Buy Local line as m

uch as possible - this is a sound campaign but quickly

gets forgotten by customers

• a good job of com

munication and support is being done already, w

ould be short sighted and harsh to suggest otherwise

• H

appy with the current support, w

ould reach out when necessary to share w

hen we need support

• I think the prom

otional pages like instagram storey ect need to be a little m

ore fair the same stores. seem

to be used all the time I noticed a lot of the

time not everyone is m

ade aware of options w

ith smaller prom

otional runs it’s been better but maybe w

e all need a refresh on what the m

ch actually can offer us all there doesn’t seem

to be for say if someone isnt great w

ith self promotion or tim

e poor we can m

ake a generic “look at this store” to fill in betw

een the stronger or younger social networking stores

• H

ave more prom

otions / activities on Deakin A

venue •

More involvem

ent •

Relevant promotions and activities to city heart businesses .

Preferred com

munication m

ethod

Closed Facebook group: 50%

N

ewsletter: 10%

B

oth: 40%

Com

municate ab

out? Topics offered: Events Prom

otions Projects and A

ctivations C

OVID

/OH

S updates W

orkshops and training opportunities A

dvocacy to Local, State and Federal governments

100% respondents for A

ll of the above



How

was p

re-Christm

as trading

(1st to 24th Decem

ber): p

lease comp

are with the sam

e period

last year

C

omp

ared to D

ecemb

er 2020, were sales up

or dow

n for Decem

ber 2021?



In 2021 we ran tw

o Gift C

ard G

iveaway shop

ping

and d

ining p

romotions - Love Local $15,000 (Jun/Jul) and

Christm

as $25,000 (Dec). 144 w

inners received a

giftcard

of betw

een $100 and $5,000 for sp

ending

a minim

um of $10

Would

you like to see Gift C

ard G

iveaways continue?

Yes: 100%

Would

you like to see one or two g

iveaways hap

pen each year?

Yes: 70%

Based

on feedb

ack and ab

ility to do so, M

CH

will b

e rebooting

Trader's social/netw

orking events. H

ow likely are you to attend

? Very likely, I w

ould like to network w

ith other traders:70%

Maybe, on occasion: 30%

W

hen would

suit you to attend? Please select a freq

uency (monthly etc) and

a time of d

ay. M

onthly: 7.7%

Quarterly: 53.8%

B

iannually: 23.1%

Annually: 15.4%

M

ornings: 10%

Evenings: 80%

Both: 10%



Business Plan2019 – 2024



Mildura City Heart was established in 2010 as an Incorporated Association with an elected four traders and three community-based Directors for the Board of Management. Under the Board’s guidance a small management team is committed to promoting and improving Mildura City Heart to add value to the trader and visitor experience.



Visitors

Visitors to Mildura’s City Heart feel safe and enjoy easy access and a range of public facilities. They respond to a mix of quality offers from traders and love that the environment is visually appealing with stimulating activities. Visitors are from our surrounding region as well as tourists travelling from afar.

Landlords

Landlords enjoy a return on their investments through long-term occupancy.

Traders

Traders are supported and profitable in their businesses by being well informed about opportunities.

Mildura City Council

Mildura City Council administers a levy from traders to enable Mildura City Heart to add value for stakeholders. The Council is responsible for implementing public infrastructure improvement.

Communication is paramount between our stakeholders to add value and maximise opportunities.

OUR STAKEHOLDERS

We thank the stakeholders who participated in an online survey and discussions to contribute to this Strategic Plan.



Through a Memorandum of Understanding with the Mildura Rural City Council, Mildura City Heart assists the Council to meet the following goals and objectives.

Leadership and Representation

Economic Development

Financial Sustainability

• A vibrant, diverse and progressive economy

• Investment attraction and job creation

• Connectivity in the global marketplace

• Deliver results in line with community expectation

• Proactively respond to the interests of our community and attract new tenants

• Financial sustainability

• Meet the community’s needs in a financially responsible manner



All aspects of the organisation will be led by ‘best practice’.

GOVERNANCE

• Pursue a diverse, effective Board.

• Continue effective governance standards.

• Implement effective management, performance and reporting systems

• Practice evidence-based decision making

• Analyse trends and challenges for relevance to Mildura City Heart



Weaknesses

Trader and public perceptions can sometimes be negative in a challenging environment which may reduce their participation in collaborative and innovative opportunities.

Threats

Economic downturn affecting retail sales, forcing shop closures and slow turnaround of tenants. Trader complacency in a rapidly changing and digitally connected world.

Opportunities

Create a more collaborative ‘village’ type atmosphere with traders. Actively market and curate the mix to create a boutique destination in the region and fill vacant shops. Support the Mildura CBC Plan 2019-2035.

CONSIDERATIONS FOR THE NEXT FOUR YEARS

Strengths

Mildura City Heart’s Board and members have a wealth of corporate knowledge to share supported by the talent and resources of the MCH staff



BUDGET

Administration 20% $104,275.00

Plant and equipment 30% $22,680.00

Staff and volunteers 30% $178,220.00

Other total 5% $305,175.00

Total Annual Budget $597,108.00

OPERATIONAL ALLOCATION

Communication 20% $58,386.60

Experiential 30% $87,579.90

Activate 30% $87,579.90

Advocacy 5% $14,596.65

Value 15% $43,789.95

Pillar Total $291,933.00

STRATEGIC PILLARS ALLOCATION$ DISCRETIONARY INCOME

$ DISCRETIONARY INCOME

% DISCRETIONARY INCOME

% DISCRETIONARY INCOME

NB: Marketing expenses are allocated on a project basis and flow throughout all five pillars.



Budget % of Income

IncomeIncome: Income from MRCC $655,000.00Total Income $655,000.00

Gross Profit $655,000.00

Less Operating Expenses

Administration Administration: Accounting & Audit Fees $7,700.00 Administration: Bank Charges $4,500.00 Administration: Cleaning & office supplies $3,600.00 Administration: General / misc expenses $1,020.00 Administration: Gift Card Consumables $12,000.00 Administration: Hire of plant & equipment $1,200.00 Administration: Insurance $5,400.00 Administration: IT Support $2,640.00 Administration: Outgoings - Office lease $38,400.00 Administration: Outgoings - Power $2,400.00 Administration: Outgoings - Rates $4,800.00 Administration: Outgoings - Telephone,mobile & internet $3,720.00 Administration: Outgoings - Water Rates $1,020.00 Administration: Policy Management $4,800.00 Administration: Postage $420.00 Administration: Printing & Stationery $1,440.00 Administration: Sponsorship $3,600.00 Administration: Strategic & Business Planning $2,000.00 Administration: Subscriptions $8,400.00 Administration: Traders meetings & functions $6,000.00 Administration: Travel & accommodation $1,250.00 Administration: UP Project $1,200.00 Administration: Website $1,200.00 Total Administration $118,710.00 18.1%

Events - City Heart Events City: Christmas in the City $40,000.00 Events City: Easter Show & Shine $25,000.00 Events City: Live Music in Langtree Mall $19,992.00 Events City: Mildura City HeArt Mural Project $20,000.00 Events City: Mildura Fashion Night Out $10,000.00 Events City: School Holidays $30,000.00 Events City: Sweat Fest $5,000.00 Total Events - City Heart $149,992.00 22.9%

Events - Other Events Other: Country Music $15,000.00 Events Other: Goanna Run $6,000.00 Events Other: Harvest Festival $6,000.00 Events Other: Jazz, Food & Wine Festival $6,000.00 Events Other: Mildura Taste Better $6,000.00 Events Other: Playgroup Week $2,000.00 Events Other: SMECC Mulicultural Festival $6,000.00

Projected Budget Mildura City Heart Inc1 Jul 2022 to 30 Jun 2023



Total Events - Other $47,000.00 7.2%

Marketing Marketing: Advertising - Radio Placement $6,000.00 Marketing: Advertising - Social Media Sponsored Posts - Mildura $1,200.00 Marketing: Advertising - Television Placement - Mildura $18,000.00 Marketing: Annual Report $2,000.00 Marketing: Banners $16,000.00 Marketing: Director Prospectus $600.00 Marketing: Experience MCH $3,960.00 Marketing: Flags $5,600.00 Marketing: Gift Card $2,000.00 Marketing: Longest Lunch $600.00 Marketing: Mildura Posters and Postcards $840.00 Marketing: Music Management $1,200.00 Marketing: Placemaking $6,000.00 Marketing: PR and Coms $24,000.00 Marketing: Shop Local $10,000.00 Marketing: Social Media Content and Management $24,000.00 Marketing: Table tennis $600.00 Marketing: UP Project $600.00 Marketing: Website Content and Management $14,400.00 Marketing: Welcome Pack $600.00 Total Marketing $138,200.00 21.1%

Plant & equipment Plant & Equipment: Computer Hardware $500.00 Plant & equipment: Fuel $960.00 Plant & Equipment: Office Furniture $2,200.00 Plant & equipment: Registrations & Insurance $1,080.00 Plant & equipment: Repairs & Maintenance $1,440.00 Total Plant & equipment $6,180.00 0.9%

Staff & volunteers Staff and volunteers: Employee's Workcover $1,320.00 Staff and volunteers: Staff Amenities $960.00 Staff and volunteers: Staff Training $2,000.00 Staff and volunteers: Superannuation $13,400.00 Staff and volunteers: Uniform $600.00 Staff and volunteers:Wages $176,913.00 Total Staff & volunteers $195,193.00 29.8%

Total Operating Expenses $655,275.00

Net Profit -$275.00


Page 241

14.10 MILDURA AIRPORT PTY LTD MAPL ANNUAL BUSINESS PLAN 2022-2023


This report presents the Mildura Airport Pty Ltd’s (MAPL) Annual Business Plan 2022-2023 to Council for endorsement in accordance with the Airport Operations and Management Deed currently in place between Council and MAPL.

2. Recommendation

That Council endorse the Mildura Airport Pty Ltd (MAPL) Annual Business Plan 2022-2023 as presented.

3. Background

Clause 9.1 of the Airport Operations and Management Deed in place between Council and MAPL requires MAPL each year to present to Council by 30 April, a Business (Annual) Plan that reflects the following:

• The financial budget for the upcoming fiscal year and a further three years.

• The objectives and actions for the upcoming fiscal year.

• Projected passenger numbers for the upcoming fiscal year. Clause 9.2 states that the Council will confirm its acceptance or otherwise of the Business Plan once submitted.

4. Consultation Proposed/Undertaken MAPL Chief Executive Officer Trevor Willcock with MAPL Chairman Peter O’Donnell in attendance presented to and discussed with Councillors the Annual Business Plan 2022-2023 at a Special Councillors’ Briefing on 11 May 2022. The presentation to Council was delivered by way of Microsoft Teams communication.

5. Discussion The MAPL Annual Business Plan 2022-2023 represents the objectives and budget for the year ending 30 June 2023 and includes projected passenger numbers and updates on the actions and progress within the Airport Master Plan.

6. Time Frame The MAPL Annual Business Plan 2022-2023 has been presented in accordance with agreed timeframes.

7. Strategic Plan Links This report relates to the Council Plan 2021-2025 in the Strategic Direction:


Page 242

Place Outcomes to be achieved:

• Sustainable infrastructure that meets the current and future community needs

• Improved transport services for our region


9. Implications Policy There are no policy implications associated with this report. Legal/Statutory There are no legal or statutory implications associated with this report. Financial There are no direct financial implications associated with this report. Environmental There are no environmental implications associated with this report. Social There are no social implications associated with this report. Economic There are no direct economic impacts associated with this report.



No conflicts of interest were declared during the preparation of this report. Attachments 1⇩ Mildura Airport Pty Ltd Business Plan 2022-2023



Mildura AirportBusiness Plan

2022/23

www.milduraairport.com.au



The airport has had a very challenging two years and the 2022/23 financial year will once again pose a number of challenges for MAPL as we begin to re-build our passenger travel and move out of the pandemic. The business plan reflects some of the strategic and economic challenges that the airport will face over the next 12 months.



Mildura Airport Business Plan 2022/23 Page 3

Contents

1. Executive Summary 4

2. Organisational Structure 5

3. Mildura Airport Strategic Plan 6

4. Strategic Objectives for 2022/23 7

5. Pandemic Recovery Plan 8

6. Financially Significant Events 9

7. Projected Passenger Numbers

– 2022/23 10

8. Financial Forecasts for 2022/23 12

9. Three Year Forecast 15



Page 4

1. Executive Summary

MAPL’s charter is to operate, manage and develop the Airport on behalf of the community through it’s Board of Directors and Executive Management Team. The airport provides a vital link connecting the community for business, social and medical needs and is one of the core pillars of the local economy.

As the global pandemic begins to ease, the airport will face another challenging year as we begin the long, slow process of building passenger travel back up to pre-pandemic levels whilst striving for a more positive financial result during 2022/23. Early indications are that travel demand will be high and MAPL aims to ensure that our airport facilities are ready to take advantage of a positive return to air travel.

The Board, Executive team and staff remain committed to ensuring that the recovery phase will be managed in an efficient and controlled manner in order to serve the needs of our region whilst maintaining a safe and compliant airport at all times.

Vision/Mission Statement

OUR MISSION

To be an efficient, effective and sustainable

air transport service hub for the Sunraysia

Community.

Connecting our broader community through

safe air travel compliance, maintaining facilities

through an effective board and management team.

OUR VISIONTo strategically guide and manage the ongoing

growth & development of the Mildura Airport, as a

key transport gateway and as a major community

asset for Mildura and the Sunraysia Community.

OUR VALUESOur People

Safety First

Professional

Community Focused

Innovative

Solution Focused



Page 5Mildura Airport Business Plan 2020/21

MAPL Board

Chief Executive Officer

Trevor Willcock

Finance and Administration

Manager

Donna Kitto

Commerce and Property

Manager

Rebecca Chamberlain

Head of Operations

Bill Chapman Human Resources Manager

Paula Laing

Finance Staff (2) Cafe Staff (8)

Admin Staff (2)

Airside (6)

Cleaners (3)

HR Support (all staff)

2. Organisational Structure



Page 6

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al P

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orm

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an

d G

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es

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and

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cien

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3. Mildura Airport Strategic Plan




4. Strategic Objectives for 2022/23

Mildura Airport has identified the following strategic objectives for the 2022/23 year:

1. Business Recovery – continued recovery from the COVID-19 pandemic and resumption/growth of all routes

2. Financial Performance – improve MAPL’s financial performance whilst emerging from the pandemic and continue to drive revenue growth

3. Stakeholder/Community Engagement – maintain positive relationships with all stakeholders through an effective engagement process

4. Safe and Compliant Airport – operate the airport to the highest levels of safety and compliance at all times

5. Sustainability – improve environmental controls and systems within the airport precinct and ensure a continuous improvement culture is in place

6. High Performing team – develop and retain a high performing team to deliver the airport’s strategic plans



Page 8

5. Pandemic Recovery PlanThe pandemic has had an unprecedented impact

on aviation and airports have been one of the worst

affected areas of all – however as the country has

moved into a high rate of vaccination, travel has re-

bounded fairly strongly over the past few months and

we expect that trend to continue with a steady return

to pre-pandemic levels over the next 12 months. The

commencement of the new domestic airline, Bonza will

further improve our return to pre-covid levels as they

aim to encourage new travellers by providing highly

competitive fares to our region.

Our recovery plan which will continue to target the

following main areas:

• Strategic Partnerships – Work closely with our

partner airlines to ensure that vital routes through

to the main hubs of Melbourne, Sydney and

Adelaide remain in place and that seat capacity

meets demand. We will continue to work with the

new airline Bonza to ensure that the new route to

Sunshine Coast (our first direct route to Queensland)

will be a success and that a second new route will

be established within the year. Direct connectivity

to Queensland will open up new markets for our

services.

• Financial Sustainability – Maintain strict cost

controls throughout the recovery period to ensure

liquidity and utilize all available Government grants

to boost operational and capital reserves.

• Communication – Ensure that our shareholder,

stakeholders and the wider region are kept up to

date during the recovery process.

• Facilities – Continue to maintain and improve our

facilities over the recovery period to ensure that we

are in a position to take advantage of opportunities to

grow revenue.

• Compliance/Safety – maintain the highest levels of

safety and compliance at all times.

• Personnel – ensure that key personnel are retained

and developed to meet the needs of the airport post

pandemic.




6. Financially Significant Events

The following financially significant events are expected during the course of the 2022/23 year:

1. Pandemic Recovery – as discussed in section 5 the recovery period post COVID-19 will be a long and slow process for the aviation industry and we expect to return to pre-covid passenger levels within the next 12 months, assisted by the new Sunshine Coast and Melbourne services commencing in the first half of the financial year.

2. Airfield Lighting system upgrade – A full upgrade of the airport’s lighting systems will be completed by May 2023 at an expected cost of $2 million dollars to ensure that the airport’s night operations are continually viable.

3. Grant Funding – MAPL will apply for significant Federal and State Grant funding opportunities for both capital and operational projects during the 22/23 financial year.

4. New Airline: Bonza – will commence services to the Sunshine coast and Melbourne in July with a third new route to be established by June 2023. It is expected that the new airline will add an additional 25-30% more passengers to and from the airport.



Page 10

7. Projected Passenger Numbers – 2022/23

JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL

Tota

l

Pas

sen

ge

rs

14,140 14,140 14,590 14,590 14,890 23,248 22,348 22,348 22,348 22,348 24,431 24,431 233,852

Note: Pre-pandemic passenger numbers (2018/19) were 237,000 per annum

0

5000

10000

15000

20000

25000

Jun

MayAp

r

Mar

FebJa

n

Dec

No

v

Oct

Sep

Au

g

Jul

Total Passenger

Total ProjectedPassengers Numbers233,852 FY 2022/23




Financial Reports



Page 12

BUDGET2022/23

$

BUDGET2021 /22

$

BUDGET2020/21

$

INCOME

Aviation Income 4,469,562 3,822,242 2,865,486

Car Parking Revenue 361,559 335,000 357,593

Rent 469,679 361,194 369,875

Cafe Sales 701,557 450,000 402,709

Other Income 181,921 192,000 212,565

Total Income 6,184,278 5,160,436 4,208,228

EXPENSES

Employee Costs 2,383,258 2,914,830 2,444,046

Materials and Services 3,344,581 2,085,528 1,866,218

Depreciation 1,762,169 1,584,000 1,411,895

Borrowing Costs 146,759 135,072 89,819

Total Expenses 7,636,767 6,719,430 5,811,979

Operating Result for the Year (1,733,111) (1,558,994) (1,603,751)

CAPITAL FUNDING

Grants and Contributions 232,920 285,000 3,000,000

Net Result for the Year (1,500,191) (1,273,994) 1,396,249

Budgeted Income StatementFor the Year ended 30 June 2023

8. Financial Forecasts for 2022/23




Budget Statement of Capital WorksFor the Year ended 30 June 2023

2023 $ 2022 $

ASSET CATEGORY

Buildings & Facilities 175,000 200,000

Plant & Equipment 420,000 20,000

Runways, Aprons, Taxiways (incl ILS) 1,243,317 1,100,000

Landscaping & Open Spaces 70,000

Car Park & Roads 165,130 50,000

IT & Communications 20,000

TOTAL 2,003,447 1,460,000



Page 14

Budget Statement of Cash FlowsFor the Year ended 30 June 2023

2023INFLOWS

(OUTFLOWS)$

2022INFLOWS

(OUTFLOWS)$

CASH FLOWS FROM OPERATING ACTIVITIES

Inflows from Operations

Aviation Income 4,469,562 3,822,242

Car Parking Revenue 361,558 335,000

Rental & Lease Fees 469,678 361,194

Cafe Sales 701,557 450,000

Other Income 181,921 192,000

Grant / Contributions Income 1,343,162 285,000

Outflows From Operations

Employee Expenses 2,383,258 (2,914,830)

Operating 2,437,644 (778,652)

Facilities 640,725 (746,556)

Administration 546,835 (500,320)

Financing Expenses 146,759 (135,072)

Net cash used in operating activities 1,372,220 370,006

CASH FLOWS FROM INVESTING ACTIVITIES

Payments for property, plant & equipment (2,434,214) (1,460,000)

Net cash used in investing activities (2,434,214) (1,460,000)

CASH FLOWS USED IN FINANCING ACTIVITIES

Repayment of interest bearing loans and borrowings:

- principal (609,815) (203,740)

New loan borrowings 2,224,172

Net cash used in financing activities (1,614,357) (203,740)

Net increase in cash and cash equivalents held for year 552,363 (1,293,374 )

Cash and cash equivalents at beginning of financial year 2,451,543 5,104,952

Cash and cash equivalents at end of financial year 3,003,906 3,811,578




Forecast Income Statement 2023-25

2022/23 2023/24 2024/25

INCOME

Aviation Income 4,469,562 4,719,562 4,969,562

Car Parking Revenue 361,559 461,559 561,559

Rent 469,679 569,679 669,679

Cafe Sales 701,557 726,557 751,557

Other Income 181,921 431,921 681,921

Total Income 6,184,278 6,909,278 7,634,278

Expense

Employee Expenses 2,383,258 2,454,756 2,528,398

Operations Expense 2,123,561 2,187,268 2,252,886

Facilities 226,088 232,871 239,857

Administration 546,835 563,240 580,137

Total Expense 5,279,742 5,438,134 5,601,278

Net Operating Profit (EBITDA) 904,536 1,471,144 2,033,000

Financing Expenses 146,759 151,162 155,697

Operating Profit (Loss) before dep’n 757,777 1,319,982 1,877,303

Depreciation Expense 1,762,169 1,815,034 1,869,485

Total Comprehensive Result -1,004,392 -495,052 7,818

9. Three Year Forecast



Mildura AirportAlan Mathews Drive Mildura

PO Box SM356 Mildura South Vic 3501

T: 03 5055 0500

E: [email protected]

www.milduraairport.com.au


Page 259

14.11 MILDURA REGIONAL DEVELOPMENT ANNUAL BUSINESS PLAN 2022-2023


This report presents the Mildura Regional Development’s (MRD) Annual Business Plan 2022-2023 to Council for endorsement in accordance with the current Service Agreement (the Agreement) in place between both parties.

2. Recommendation

That Council endorse the Mildura Regional Development Annual Business Plan 2022-2023 as presented.

3. Background

Section 21 of the Agreement requires MRD to present annually an Annual Business Plan that reflects the status of the relevant year within MRD’s Strategic Plan based on:

• activities proposed to meet objectives

• activity result measures and targets

• resources proposed to be applied

• proposed Budget.

4. Consultation Proposed/Undertaken The MRD Annual Business Plan was presented to and discussed with Council on 11 May 2022 by MRD Chief Executive Officer Brett Millington with MRD Chairperson Geoff Thompson in attendance. The presentation to Council was delivered by way of Microsoft Teams communication.

5. Discussion In presenting the MRD Annual Business Plan 2022-2023, MRD representatives have provided the following:

• MRD projects and budget 2022-2023

• list of 2021-2022 MRD activities completed. The MRD Annual Business Plan 2022-2023 also provides a detailed list of objectives, key performance indicators, anticipated outcomes, budget allocations and priorities.

Section 21 of the Agreement also stipulates that Council will “confirm acceptance or otherwise in May each year”. It is now appropriate for Council to confirm its acceptance or otherwise of the MRD Annual Business Plan 2022-2023.

6. Time Frame The MRD Annual Business Plan 2022-2023 was presented to and discussed at a Special Councillors’ Briefing on 11 May 2022.


Page 260

7. Strategic Plan Links This report relates to the Council Plan 2021-2025 in the Strategic Direction: Economy Outcomes to be achieved:

• Resilient local businesses that are supported to thrive, contributing to the viability and character of our towns

• A valued and vibrant tourism industry and recognised visitor destination

• An agile economy underpinned by innovation and industry diversity that attracts investment

• Access to a range of education, training and employment pathways

• Access to digital infrastructure to support education, health and economy

• A skilled workforce that meets current and future industry needs.


9. Implications Policy There are no policy implications associated with this report. Legal/Statutory There are no legal or statutory implications associated with this report. Financial There are no direct financial implications associated with this report. Environmental There are no environmental implications associated with this report. Social There are no social implications associated with this report. Economic There are no direct economic impacts associated with this report.




Attachments 1⇩ Mildura Regional Development Business Plan 2022- 2023



Business Plan 2022-23



Contents Acknowledgement of Country ............................................................................................... 2

Who is Mildura Regional Development?................................................................................ 2

Vision, Mission and Principles ............................................................................................... 2

Introduction ........................................................................................................................... 2

Dynamics that Influence our region ....................................................................................... 2

Strategy ........................................................................................................................ 5

Goal 1: Supporting Small to Medium Enterprises to establish and grow ............................ 8

Goal 2: Growing industries and creating efficiency for a future focused workforce ............. 9

Goal 3: Growing the Visitor Economy .............................................................................. 10

Goal 4: Promoting a new technology future for industry ................................................... 12

Goal 5: Supporting the implementation of Education Mildura ........................................... 13

Performance ....................................................................................................................... 14

Acknowledgement of Country Mildura Regional Development acknowledges the traditional custodians of the land comprising the Mildura Rural City Council area, the First People of the Millewa Mallee, and those of our neighbouring municipalities. We pay our respects to Elders past and present; and celebrate and respect their continuing culture and connection to the land of their future leaders. Who is Mildura Regional Development? Formed in 2017 under the auspice of the Mildura Rural City Council, Mildura Regional Development is an independent organisation focused on the regional economic and tourism development of the area within the Mildura Rural City Council Local Government Area. The Board consists of 7 Directors:

o Geoff Thomson (Chair)

o Judith Damiani

o Maria Carrazza

o Geoff Dea

o Jodie Bromley

o Jodie Madden

o Brett Millington (CEO)



Mildura Regional Development Annual Business Plan 2022 -23 Page | 2

Vision, Mission and Operating Principles Vision Our Vision is to bring businesses, educators and communities together to form partnerships that identify opportunities, innovates and finds solutions through collaboratively building on our region’s strengths and opportunities in the tourism, agribusiness, horticultural and related education and technology spaces.

We will fulfil this vision through:

A driven team with a focused goal: A work culture where tourism and economic development is a passion and people strive to achieve beyond their beliefs. A collaborative environment: Always being open to new ideas and trends and working amongst our peers to create desirable outcomes. Mission Our mission is to improve the region’s economic position and be thought of as a valued partner that is recognised by Council, industry, the community and investors as a knowledgeable, trusted advisor and economic growth leader that is commercially astute, innovative and adds value. Our primary purpose is to support the growth of Mildura’s vibrant economy including tourism, in a sustainable, ethical, inclusive, innovative and digital manner.

Our success will be measured by community, industry and stakeholders understanding that tourism and economic development is a prominent driver of the region’s economic, social and environmental well-being and, ultimately, by Mildura establishing an undeniable reputation for regional excellence, innovation and sustainability.

Our Operating Principles We operate in line with the following principles: a. We provide leadership for the development and marketing of Mildura’s regional tourism b. We are an independent voice for the region’s small to medium enterprises c. We encourage environmentally sustainable and culturally appropriate practices d. We operate with a high level of accountability and transparency to our industry stakeholders. e. We are efficient and cost-effective in the management of our resources.




Introduction MRD’s objective is to position our region as a modern and vibrant destination that is continually growing, evolving and improving. This plan recognises that in successful economic development and tourism destinations, products and experiences must be continually refreshed and revitalised to maintain existing customers and generate new visitors and investors. The outcome from this strategic approach is intended to refine people’s views so they instinctively reflect accurate, positive, contemporary and sophisticated understandings that Mildura is much more than an important regional centre – it is an appealing, celebrated and significant inland Australian city. A key objective of this plan is to increase investment and visitation with resultant business yield, delivering stronger economic benefits which in turn can fuel investment in new infrastructure and attractions. Dynamics that Influence our region 1 Global and domestic economic factors Regularly changing global and domestic economic factors, including political change, are now an accepted part of life. Economic downturns at any level heighten consumer uncertainty which in turn slows down discretionary spend within business developments and the visitor economy. Declines in confidence also flow through to areas such as infrastructure and product investment with often negative impacts on business and tourism. Mildura’s business & tourism industries will never be immune from constantly changing economic and political factors and operators must work to adapt to fluctuating impacts and influences. 2 Environmental events and impacts Weather events and natural environmental occurrences along with their associated impacts and perceptions can become major issues for the Mildura region, particularly when outcomes affect the Murray River. Incorrect perceptions along with seeds of uncertainty are planted in consumers’ minds when media reports of such events focus on the rare rather than the usual. Within the climate change context, our region is predicted to endure extreme heat for longer periods and at higher temperatures in future years. This will impact on summer visitation and has product development implications if the region is to successfully stimulate increased visitor demand during Australia’s peak summer months. Consumers’ high awareness of climate change and environmental issues will place pressure on Mildura’s industries to adopt more sustainable as well as more consumer and environmentally-friendly business practices.




3 Digital excellence and changing media landscapes It is no longer an option … successful business now hinges on developing and maintaining digital excellence in branding, marketing and communications. The emergence of digital technologies along with the influence of social media have also changed the way consumers research and gather information with resultant adjustments to consumers’ travel decision-making and booking processes. User-generated content that provides far-reaching digital word-of-mouth advocacy has become increasingly important to consumers and investors. Such influence presents both threats and opportunities for the Mildura region. Staying at the forefront of digital excellence and technology will be essential. 4 Stakeholder partnerships Strong and successful stakeholder partnerships are essential for the growth and development of our region. Stakeholders do not fit into one simple category – they come from the private and public sectors and are those individuals, groups and organisations that could affect,or could be affected by, the well-being of a viable region. Stakeholders play a major role in tourism and business decision making processes and outcomes, particularly when key operations, projects and initiatives are funding-dependent. Within the Mildura region, local Governments, numerous State Government departments and agencies, large and small businesses, the education, not-for-profit and volunteer sectors, as well as local sporting and community groups are all-important industry stakeholders. Working with these groups significantly increase opportunities for greater mutual benefit. Accessing new ideas; articulating values, strategies and commitments; and building mutually supportive working relationships are among key benefits that flow from committed, two-way stakeholder buy-in or investment. 5 Investment and new product attraction It is acknowledged that Mildura’s existing product strengths are built around the Murray and Darling Rivers, food and wine, arts and cultural diversity, nature-based experiences, sporting activities and a strong calendar of major/tier one events. As is the case with many regions, Mildura has its share of ageing tourism assets, some of which are not meeting changing market demands. To maintain existing, as well as attracting new visitors, destinations need to continually refresh themselves along with their attractions and tourism experiences. New products give consumers new reasons to visit a region. New product development can be expensive and time consuming when starting from scratch, or it can be very cost effective if there is an existing base that facilitates product improvement. The Mildura and Wentworth region has the opportunity to showcase new projects and initiatives, providing the basis to develop products that will strengthen many of the region’s distinctive areas of appeal. On-going analysis of existing tourism products including any gaps that may be apparent will help to identify new opportunities and new consumer segments that could be attracted to the region. 6 Skills and workforce development Today’s working holiday makers/backpackers are experienced, discerning and sophisticated travellers with high expectations of tourism services and standards. Skilled




labour is a critical component of our Agri-business success, as is training and on-going professional development – not only for staff but also for small business owners. Labour shortages, staff recruitment and retention, plus improving skills and service standards are important issues in the Mildura and Wentworth region. Similarly, structured professional development for business operators and managers are highly desirable to ensure that the experiences delivered meet customer expectations. Competition is hotting up amongst Victoria’s regions to attract the most talented people, innovators and entrepreneurs. Our region must aim to nurture our own future industry entrepreneurs, as well as establish a competitive position to attract other business trailblazers into the region. 7 Changing consumer trends and travel patterns Mildura continues to face increasing competition domestically and internationally as destinations become more aggressive and price competitive with their marketing. This activity has also been supported by the on-going competitiveness of air travel. Large volume capital city markets have maintained their preference to travel overseas ahead of regional destinations for an extended holiday. COVID-19 will have an impact on these travel trends and patterns. Domestic travel - usually viewed as the preferred option for short breaks, may change its pattern over the next two years, given peoples insecurities or cautiousness when travelling internationally. Against this backdrop there are encouraging consumer trends that focus on personal and environmental well-being, inspiring visitors to seek out authentic, simpler and back-to-basics experiences overlayed with desires to re-connect with each other, friends, families and communities. For a destination like Mildura and Wentworth this further reflects consumers’ willingness to seek out and interact with regional product offerings, particularly where food and wine, arts and cultural, sporting, as well as indigenous and nature-based experiences consistently fit with travellers’ personal values and beliefs. 8 Mildura’s culture and strong regional personality Success of tourism in our region has remained highly dependent on the enthusiasm, acceptance and culture of our local community. Mildura has an exceptionally strong regional personality, heightened in many ways by its isolation and city vibes. Our Community has the ability to face adversity when it arises and to emerge successfully from it. Recognising and adapting efficiently to necessary change remains a challenge for our region. Harnessing the community’s many strengths and collective abilities is fundamental to our community’s desire to embrace regional growth for economic prosperity while adapting to the constantly changing environment and become proud and knowledgeable ambassadors for the region. The infographic on the next page provides an overview of why Mildura Regional Development exists and the areas it focuses on to support that ‘why’ statement.



Mildura R

egional Developm

ent Annual Business Plan 2022 -23

Page | 5 Strategy




In each of the priority areas the following high-level goals have been identified: Goal 1: Supporting Small to Medium Enterprises to establish and grow

• Continue to support Economic Recovery in the region • Small to Medium Enterprise development and support training • Facilitate start-up ecosystem and accelerator programs • Support and promote local co-working spaces

Goal 2: Growing industries and creating efficiency for a future focused workforce

• Using the Victorian Skills Commissioner’s 2017 report and Mallee Regional Partnerships Pulse Check 2020 to guide regional workforce development

• Continue to support the Northern Mallee LLEN in leading the Schools Industry Regional Taskforce gatherings

• Facilitating access to Grants and funding links ie workforce/infrastructure/development

• Advocate and support for Sunraysia Mallee Port Link project and other projects of regional economic significance

• Continue to promote the opportunities for economic links to the SuniTAFE Smart Farm and Mallee Regional Innovation Centre.

Goal 3: Growing the Visitor Economy • Forge new relationships and build interest and investment in a ‘Hero product’ for

our region. • Continue the brand enhancement and promotion of Visit Mildura and other

campaigns. • Create Target markets specific campaigns ie Visiting Friends and Relatives (VFR) • Building better Visitor Experiences and encouraging Product Development

Goal 4: Promoting a new technology future for industry

• Advocating for future development of the Smart Farm • Promote and support the MRCC Smart Cities project and the use of technologies

such as LoRaWAN • Encourage investment in Mallee Renewable Energy futures – Solar and Hydrogen • Fostering further Manufacturing Industry Cluster opportunities and technology

trials, such as with regional wine producers. • Attract regional relocation opportunities for manufacturing and pursue a

Manufacturing Hub for the region

Goal 5: Supporting the implementation of Education Mildura • Partner with the SuniTAFE Smart Farm to demonstrate new technologies and

future employment opportunities in the region • Identify and support pathways for Jobs of the future in the region • Advocate for the Digital Innovation Technology college • Promote opportunities for Vocational - Apprenticeships/Traineeships employment

locally




• Growing the Tertiary sector links to industry needs and support research activities in the region

• Continuing to foster industry links to key stakeholders such as the Northern Mallee Local Learning and Employment Network, and the Mallee Region Innovation Centre

• Hosting the Northern Mallee Leaders office and providing support to the delivery of their community Leadership program.

Mildura has an exceptionally strong regional personality, heightened in many ways by its isolation coupled with its stoic ability to face adversity when it arises and to emerge successfully from it. The region has many natural and man-made assets to build on. Understanding their role within an economic framework is a key driver in creating a regional connection and maximising potential. The challenges faced within all regional areas, including higher unemployment, declining traditional industries, mechanisation, lack of economic diversity, and talent loss to urban centres still exist in this Post COVID-19 environment; it is now a very different context. Regionally specific innovative economic development will generate greater economic opportunities, population relocation and a refocus for tourism sustainability nationally.




Goal 1: Supporting Small to Medium Enterprises to establish and grow The potential of businesses and industries to drive economic recovery will be assessed with a focus on targeting key economic sectors affected by COVID-19. At the same time supporting strengthening industries like agriculture and manufacturing, and supporting new businesses, particularly through product development that embraces the regions broad market base, will assist the recovery process. The following actions and deliverables have been identified for 2022/23:

Action Deliverable

• Provide education and networking for business, entrepreneurs, operators and industry.

• Facilitate up to 14 Small Business Workshops annually.

• Undertake an annual expo that supports start-ups, entrepreneurs and SME’s.

• Support local Aboriginal entrepreneurial opportunities.

• Continue to collaborate with the First People of the Millewa Mallee on indigenous business establishment and growth.

• Ensure co-ordination and collaboration amongst stakeholders to maximise the effectiveness of MRD activities.

• Continue with the stakeholder communications and engagement schedule, which encourages two-way relationships with stakeholders according to both their needs and MRDs.

• Maintain the Monitor Customer Relationship Management tool to capture and facilitate information sharing with local businesses.

• Target opportunities that build on current economic capability with an emphasis on increasing trade and direct national and foreign investment to retainand build talent/skills in the region.

• Value of investment in the region continues to grow. =.

• Value of production from the region continues to be fostered and promoted.

• As the region’s peak tourism and economic development organisation, MRD should advocate on behalf of industry on important issues.

• Determine key advocacy platforms and communications strategies in consultation with local industry.

• Greater interaction with the peak industry bodies such as Ministers, Departments, Cross Border Commissioner, VCCI and VTIC and Regional Tourism bodies.




Goal 2: Growing industries and creating efficiency for a future focused workforce Business growth and industry attraction broadens academic skill requirements. Matching these needs with appropriate career opportunities diversifies the workforce with improved quality of life and economic sustainability. Supporting this growth of jobs in the region through a focus on innovation, research and entrepreneurship and providing an environment where start-ups can be nurtured, adds a vital imput to the growth of the local economy. A challenge for the region is securing ongoing work for seasonal employees by managing skillsets and establishing an employee bank in partnership with local businesses. This also provides a mechanism to retain a higher level of skill in the area. The following actions and deliverables have been identified for 2022/23:

Action Deliverable

• Using the Victorian Skills Commissioner’s Mallee Regional profile 2017 and Mallee Regional Partnership Pulse Check 2020 report to guide workforce development.

• Continue to utilise the information to inform action in the region over the next 3.

• Work with SuniTAFE and other stakeholders on raising the profile of the Smart Farm, both within the region and at the State level.

• Continue to promote the Smart Farm as an enabler for relevant regionally required education, job creation and visitor attraction, jobs, event attraction, industry development and investment.

• Focus on growing an innovative and sustainable economy that builds on existing economic strengths with an emphasis on trade growth and local skills development.

• Continue to advocate for the Transport and Logistics growth in the region and a focus on rail opportunities (ie Sunraysia Mallee Port Link).

• Value of investment in the region continues to grow.

• .

• Enhance accessible information, internet and telecommunication services

• Continue to Build Internet of Things (IOT) Wide Area Network use with Council and other stakeholders via the MRCC Smart Cities project.

• Advocate for telecommunication infrastructure and services investment in the region.

• Grants • Continue to promote the availability and access to grants through our business relations and various communications channels.




Goal 3: Growing the Visitor Economy Our existing tourism product strengths built around nature-based experiences, the Murray and Darling rivers, food and wine, arts and cultural diversity, sporting activities and a calendar of premium events can be leveraged with further enhancement of the visitor experience. Against the current backdrop post COVID-19 there are encouraging consumer trends that focus on personal and environmental well-being, inspiring visitors to seek out authentic, simpler and back-to-basics experiences overlayed with desires to re-connect with each other, friends, families and communities. For a destination like Mildura, this further reflects consumers’ willingness to seek out and interact with regional product offerings, particularly where food and wine, arts and cultural, sporting, as well as indigenous and nature-based experiences consistently fit with travellers’ personal values and beliefs. In the digital age, successful visitor attraction hinges on developing and maintaining excellence in digital branding, marketing and communications. The emergence of digital technologies, along with the influence of social media, have also changed the way consumers research and gather information with resultant adjustments to consumers’ travel decision-making and booking processes. User-generated content that provides far-reaching digital word-of-mouth advocacy has become increasingly important to consumers, and such influence presents both threats and opportunities for Mildura. Staying at the forefront of digital excellence and technology will be essential. The following actions and deliverables have been identified for 2022/23:

Action Deliverable

• Ensure stronger awareness and understanding about the widespread economic and social benefits that arise from a well-managed tourism industry.

• Refine and promote a Vision of how tourism looks in the region in the next 2, 5 and 10 years’ time post COVID-19including how the MRCC Events Strategy contributes to this.

• By 2025 years we are recognised as one of Australia’s great inland Cities.

• Work with MRCC and MRT to deliver a Visitor Inspiration Partner Program for local ambassadorship within the community.

• Align with the regional Destination Management Plan, to support establishment of new directions for the region’s tourism industry.

• Prioritisation of key product improvements and new product required, in particular where opportunities can be leveraged off existing projects such as the Riverfront Redevelopment, as well as future opportunities such involving the




• Enhance the provision of good customer service for quality visitor experiences through industry training.

• Identify and introduce opportunities for operators to access relevant professional excellence training programs, including opportunities available in conjunction with other agencies such as Tourism Australia, Visit Victoria, Murray Regional Tourism and Destination NSW. Training topics could include:

o digital marketing and social media; o cultural awareness and product

development for international growth markets;

o crisis management preparation, response and recovery.

• environmental sustainability practices • Encourage operators and industry to assist us in

strengthening the view of the region as a desirable holiday destination.

• Provide advice to businesses who are seeking assistance to upgrade their products and services, including the identification of funding opportunities.

• Support campaigns that underpin the value of tourism in the region.

• Encourage tourism operators across the industry to reinvest and refresh their products and services to remain competitive and meet changing market expectations.

• Assist industry to improve take-up of marketing opportunities, bringing tourism operators together behind a cohesive marketing vision and approach.

• Continue to identify and implement communications and engagement initiatives relevant to operators.

• Provide opportunities for operators to partner in initiatives and marketing strategies.

• Ensure co-ordination and collaboration amongst stakeholders to maximise the effectiveness of product development and marketing activities.

Mildura South Sporting Precinct and the proposed Motor Sports developments.

• Identification of activities to encourage tourism operators to refresh their product offerings.

• Where appropriate, provide strategic advice and support to relevant major tourism and business events.

• Working with stakeholders and event organisers as appropriate opportunities are identified

• Improve remote town tourism and economic development.

• Development of an Art trail along Mallee track with considering the opportunity for an augmented reality tourist experience

• Continue to support the Mallee Track with regular visits from MRD staff to assist in this outcome.




Goal 4: Promoting a new technology future for industry Communities are finding success cultivating a competitive advantage by using regionally unique assets to attract new investment and support existing businesses by focusing on technology for process improvement. This place-based approach anticipates and overcomes challenges by building on existing community assets rather than seeking to attract new major employers to replace lost jobs or investments, as would be the more traditional economic growth method. This approach to improve economic stability where foundations have become threatened due to circumstances is particularly true for regions built on single-sector economies, utilises technology improvements and market forces acting to grow local workforce employment through increased export capacity. The following actions and deliverables have been identified for 2022/23:

Action Deliverable

• Work with the Mallee Regional Innovation Centre and other stakeholders on raising the profile of the Mallee Renewable Energy futures in particular around Solar and Hydrogen

• Continue to promote the region as a significant player in the renewable energy industry with regard to solar and emerging green Hydrogen generation and storage.

• Enhance and grow innovation in the Manufacturing Industry locally through new technology demonstration and trials to champion enhanced productivity and offerings.

• Continue to work with AusIndustry, the local wine manufacturing industry and other manufacturers, educations groups and other stakeholders to improve technology use and generate more lean production.

• Continue to advocate for the use of new technology trials at the SuniTAFE Smart Farm for the continued evolution of agricultural production locally.

• Continue to Build Internet of things (IOT) Wide Area Network at the Smart Farm with SuniTAFE and other stakeholders to establish proof of concept trials.

• Encourage other technology trials and partners to utilise the SmartFARM as a resource and promote the outcomes.

• Collaborate with MRCC on the Smart Cities project and promote the outcomes.

• Contribute to the completion of the Smart Cities project and profiling of the technology used to support the project.

• Advocate for the establishment of a Manufacturing Industry Hub to capitalise on the opportunities uniquely presented by our region, in particular food production.

• Promote the opportunity for the region to become a hub for manufacturing given the access to reliable services, transport and logistics and a diverse and growing population for workforce benefits.




Goal 5: Supporting the implementation of Education Mildura Education Mildura is a contemporary education product designed to capitalise on the growth in the education sector, in particular international education, as a major contributor in terms of export dollars, jobs, and the visitor economy. It also provides an opportunity to prevent the loss of talent to larger metropolitan centres, by expanding opportunities for our young people to explore education and employment options in Mildura. When combined with research, technology development and targeted training to market needs, there is significant potential in terms of investment and jobs creation. Working in partnership with educators, trainers and industry, MRD will look to identify exportable education and training products to grow an international student cohort. The intention is that this will be based on contemporary, as well as targeted and bespoke training/education products with a digital/ IIOT transition focus. The Region hosts multiple educational providers with a number of primary, secondary schooling options along with tertiary institutions that offer a wide range of courses including SuniTAFE, and the Mildura Campus of La Trobe University, which offer a variety of bachelor’s courses including Nursing, Business and Accounting, Education, Arts and Health. Monash University also has a Rural Health Campus situated next to the Mildura Base Hospital providing hands-on clinical experiences to medical students. In a post COVID-19 environment, the opportunities for the delivery of education may change significantly and MRD will need to review the growth opportunities that have been previously identified in the sector. The following actions and deliverables have been identified for 2022/23:

Action Deliverable

• Creating the Agricultural industry as a sector of choice for local employment opportunities, particularly in the Science, Technology, Environment and Maths (STEM).

• Continue to promote the Smart Farm links to local schools in terms of STEM and jobs of the future.

• Encourage more local content in the education curriculum to improve pathways into employment.

• Identifying the pathways to the regions jobs of the future following the completed pulse check of the Mallee Regional Skills demand profile.

• Work with the Northern Mallee LEN, local schools, SuniTAFE and Latrobe University to assist in the delivery of the skills required in the local workforce.

• Work with local education providers to encourage investment by Government in a Digital Innovation Technology college in the region.

• Continue to identify the need and opportunities that will be created by investment in a Digital Innovation Technology college locally in alignment with the skills needs and local employment pathways.

• Foster relationships between Industry and the Northern Mallee LEN, Northern Mallee Leaders and the Mallee Regional Innovation Centre to support better regional economic outcomes.

• Brokering partnerships with industry for better research outcomes locally, links to education and employment outcomes.

• Host the Northern Mallee community leadership and assist in its delivery of the program and promotion of the outcomes.




Performance MRD will review progress against each action within the plan as it is linked to supporting economic and tourism development regionally. This is supported and underpinned by the Mildura Regional Development and Mildura Rural City Council Service Agreement and reporting requirements. Further to this, the Mildura Rural City Council Community Plan 2021–2026 outcomes and indicators as per below will be reported upon in 2022/23.

• Economy


Page 277

14.12 ADOPTION OF WATERWAY MANAGER INSTRUMENT OF DELEGATION


The purpose of this report is to present the updated Waterway Manager Instrument of Delegation for adoption.

2. Recommendation

That Council: (i) revoke the Waterway Manager Instrument of Delegation adopted by

Council on 26 August 2020; (ii) adopt the updated Waterway Manager Instrument of Delegation as

presented; and (iii) authorise all powers be delegated to members of Council staff holding,

acting in or performing the duties of officers or positions referred to in the attached instrument of delegation, once adopted.

3. Background

In accordance with section 217 of the Marine Safety Act 2010 (the Act), by instrument of delegation Council is able to delegate all of its powers, duties and functions as a Waterway Manager under the Act.

4. Consultation Proposed/Undertaken Consultation was undertaken with Council’s Strategic Management Team to ensure provisions are appropriately assigned to Council officers.

5. Discussion Council’s solicitors, Maddocks, have provided an update for the ongoing maintenance of Council’s Delegation Manual. This update includes 1 new delegative power.

6. Time Frame The Instrument of Delegation will come into force immediately following a resolution of Council.



Page 278

Leadership Outcome to be achieved: • Effective governance to deliver results in line with community expectations


9. Implications Policy There are no policy implications associated with this report. Legal/Statutory This report aligns with section 11(9) the Local Government Act 2020. Financial There are no financial implications associated with this report. Environmental There are no environmental implications associated with this report. Social There are no social implications associated with this report. Economic There are no economic implications associated with this report.



No conflicts of interest were declared during the preparation of this report. Attachments 1⇩ DRAFT Waterway Manager Instrument of Delegation - Council to Staff - May 2022



Instrument of Delegation from the Waterway Manager to Members of Council Staff

Mildura Rural City Council (as Waterway Manager for Lake Cullulleraine)

Instrument of Delegation

to

Members of Council Staff



Waterway Manager Instrument of Delegation – Members of Staff May 2022

Document Control Page

Document Information

Information

Records Manager File Number

18/02/05

Document Owner General Manager Corporate

Last Update January 2022

Document History

Version Issue Date Changes

1.0 December 2016

Delegation document created due to legislative changes

2.0 April 2018 Maddocks review prompted by further legislative changes

3.0 June 2019 Annual Maddocks review and amendment to position titles

4.0 August 2020

Implementation of Local Government Act 2020

5.0 January 2022

Annual Maddocks Review




Instrument of Delegation In exercise of the power conferred by s 217 of the Marine Safety Act 2010, Mildura Rural City Council (Council), as Waterway Manager for Lake Cullulleraine:

1. delegates each duty and/or function and/or power described in column 1 of the Schedule (and summarised in column 2 of the Schedule) to the contractor or member of Council staff holding, acting in or performing the duties of the office or position described opposite each such duty and/or function and/or power in column 4 of the Schedule;

2. records that a reference in the Schedule to:

CCC means Civic Compliance Coordinator

CFS means Facility Services Coordinator

GMCS means General Manager Corporate

GMD means General Manager Development

GRC means Governance & Risk Coordinator

MAS means Manager Asset Services

MCA means Manager Corporate Administration

MDS means Manager Development Services

MFS means Manager Financial Services

SCCO means Senior Civic Compliance Officer

3. declares that:

3.1 this Instrument of Delegation is authorised by a resolution of Council passed on xxxx and

3.2 the delegation:

3.2.1 comes into force immediately the common seal of Council is affixed to this Instrument of Delegation;

3.2.2 remains in force until varied or revoked;

3.2.3 is subject to any conditions and limitations set out in the Schedule; and

3.2.4 must be exercised in accordance with any guidelines or policies which Council from time to time adopts.




THE COMMON SEAL of the MILDURA RURAL CITY ) COUNCIL was affixed hereto by authority of the ) Council in the presence of: ) ) ................................................ COUNCILLOR ................................................ COUNCILLOR ................................................ CHIEF EXECUTIVE OFFICER DATE



Wate

rway M

ana

ge

r Instru

men

t of D

ele

gatio

n –

Mem

be

rs o

f Sta

ff

August 2

02

0

Instru

men

t of D

ele

ga

tion

from

the W

ate

rwa

y M

an

ag

er to

Me

mb

ers

of S

taff

Ma

rine S

afe

ty A

ct 2

01

0

Pro

vis

ion

P

ow

er a

nd

Fu

nctio

ns D

ele

ga

ted

D

ele

ga

te

Co

nd

ition

s a

nd

Lim

itatio

ns

s.1

93(1

) D

uty

to n

otify

the

Sa

fety

Dire

cto

r of th

e in

tentio

n to

ma

ke a

re

quest u

nd

er s

194

G

MD

, MD

S,

CC

C

s.1

93(3

)(b)

Functio

n o

f receiv

ing n

otic

e fro

m th

e S

afe

ty D

irecto

r G

MD

, MD

S

s.1

93(5

) F

unctio

n o

f receiv

ing a

dvic

e fro

m th

e S

afe

ty D

irecto

r G

MD

, MD

S

s.1

93(6

) F

unctio

n o

f receiv

ing a

dvic

e fro

m th

e S

afe

ty D

irecto

r G

MD

, MD

S

s.1

93(7

) F

unctio

n o

f receiv

ing a

dvic

e fro

m th

e S

afe

ty D

irecto

r G

MD

, MD

S

s.1

94(1

) P

ow

er to

req

uest th

at th

e S

afe

ty D

irecto

r makes w

ate

rway

rule

s

GM

D, M

DS

, C

CC

In

rela

tion to

wate

rs u

nd

er its

contro

l

s.1

96(1

) D

uty

to in

vite

sub

mis

sio

ns a

nd c

om

me

nts

reg

ard

ing p

roposed

w

ate

rway ru

le

GM

D, G

MC

S,

MG

P, M

DS

, C

CC

Subje

ct to

Pt 5

.1

s.1

96(2

) D

uty

to p

ub

lish n

otic

e a

nd m

ake c

op

ies a

va

ilab

le

GM

D, G

MC

S,

MG

P, M

DS

, C

CC

s.1

96(5

) D

uty

to ta

ke in

to a

ccount e

very

subm

issio

n o

r com

me

nt

receiv

ed

G

MD

, GM

CS

, M

GP

, MD

S,

CC

C

s.2

00

F

unctio

n o

f co

nsultin

g w

ith th

e S

afe

ty D

irecto

r G

MD

, MD

S,

CC

C

s.2

02

D

uty

to c

om

ply

with

a s

tand

ard

dete

rmin

ed u

nder s

19

9

GM

D, M

DS

, C

CC

, SC

CO

s.2

03(3

) P

ow

er to

make a

decla

ratio

n th

at p

rovid

es fo

r the m

atte

rs

liste

d s

s 2

03(3

)(a) - 2

03(3

)(c)

GM

D, M

DS

W

here

Co

uncil is

an a

pplic

able

reg

ula

tory

entity

s.2

03(6

) D

uty

to p

ub

lish d

ecla

ratio

n

GM

D, G

MC

S,

MG

P, M

DS

W

here

Co

uncil is

an a

pplic

able

reg

ula

tory

entity

s.2

04(1

) D

uty

to g

ive c

erta

in d

ocu

ments

to th

e S

afe

ty D

irecto

r G

MD

, MD

S,

CC

C

s.2

04(4

) D

uty

to c

om

ply

with

a d

irectio

n o

f the S

afe

ty D

irecto

r G

MD

, MD

S,

CC

C



Wate

rway M

ana

ge

r Instru

men

t of D

ele

gatio

n –

Mem

be

rs o

f Sta

ff

May 2

022

Ma

rine S

afe

ty A

ct 2

01

0

Pro

vis

ion

P

ow

er a

nd

Fu

nctio

ns D

ele

ga

ted

D

ele

ga

te

Co

nd

ition

s a

nd

Lim

itatio

ns

s.2

08(2

) P

ow

er to

pro

hib

it a p

ers

on o

r cla

ss o

f pers

on, o

r vesse

l, or

cla

ss o

f vessel, fro

m e

nte

ring o

r rem

ain

ing in

a s

pecifie

d p

art

of w

ate

rs u

nd

er C

ou

ncil's

contro

l

GM

D, M

DS

, C

CC

, SC

CO

S

ubje

ct to

ss 2

08 a

nd 2

09

s.2

09(1

) D

uty

to g

ive a

dra

ft of th

e n

otic

e to

the S

afe

ty D

irecto

r G

MD

, MD

S

s.2

09(4

) D

uty

to c

om

ply

with

a d

irectio

n o

f the S

afe

ty D

irecto

r G

MD

, MD

S

s.2

11(1

)(a)

Pow

er to

giv

e d

irectio

ns to

maste

rs o

f vessels

in re

latio

n to

th

e n

avig

atio

n a

nd m

ove

ment o

f those v

essels

G

MD

, MD

S,

CC

C

Where

Co

uncil is

an a

pplic

able

reg

ula

tory

entity

s.2

11(1

)(b)

Pow

er to

pub

lish n

otic

e in

the G

overn

ment G

azette

pro

hib

iting th

e n

avig

atio

n a

nd m

ovem

ent o

f vessels

, and o

r re

gula

ting th

e p

ositio

n a

nd m

ann

er in

wh

ich v

essels

may

anchor o

r be s

ecure

d

GM

D, G

MC

S,

MG

P, M

DS

W

here

Co

uncil is

an

applic

able

reg

ula

tory

entity

S

ubje

ct to

s 2

12

s.2

12(1

) D

uty

to g

ive d

raft o

f the n

otic

e to

the S

afe

ty D

irecto

r G

MD

, MD

S

s.2

12(4

) D

uty

to c

om

ply

with

a d

irectio

n o

f the S

afe

ty D

irecto

r G

MD

, MD

S,

CC

C, S

CC

O

s.2

15(1

) F

unctio

n o

f dete

rmin

ing th

at d

ue

to a

n e

merg

ency, p

ers

ons

must n

ot e

nte

r or re

ma

in in

a p

art o

f wa

ters

G

MD

, MD

S

s.2

15(2

) P

ow

er to

dire

ct a

pers

on n

ot to

ente

r or re

ma

in in

the w

ate

rs

GM

D, M

DS

s.2

15(3

) D

uty

to m

ake a

writte

n c

op

y o

f the d

irectio

n a

nd k

ee

p a

copy

for 6

years

afte

r the d

ate

of th

e d

irectio

n

GM

D, M

DS

s.2

16(1

)(a)

Functio

n o

f ma

nag

ing

vessel a

ctiv

ities o

n th

e w

ate

r G

MD

, MD

S,

CC

C, S

CC

O

Council m

ust c

arry

out fu

nctio

ns u

nd

er s

216(1

) in a

m

ann

er th

at e

nsure

s th

e s

afe

op

era

tion o

f vessels

and

min

imis

es th

e ris

k o

f enviro

nm

en

tal d

am

ag

e fro

m th

e

opera

tion o

f vesse

ls

s.2

16(1

)(b)

Functio

n o

f ma

nag

ing

an

d a

llocatin

g m

oorin

gs a

nd b

erth

s in

w

ate

r G

MD

, MD

S,

CC

C, S

CC

O

Council m

ust c

arry

out fu

nctio

ns u

nd

er s

216(1

) in a

m

ann

er th

at e

nsure

s th

e s

afe

op

era

tion o

f vessels

and

min

imis

es th

e ris

k o

f enviro

nm

en

tal d

am

ag

e fro

m th

e

opera

tion o

f vesse

ls

s.2

16(1

)(c)

Functio

n o

f pro

vid

ing a

nd m

ain

tain

ing n

avig

atio

n a

ids,

inclu

din

g a

ppro

pria

te s

igna

ge a

s to

wate

r levels

, hazard

s a

nd

app

licab

le m

arin

e la

ws

GM

D, M

DS

, M

AS

, CC

C, C

FS

In

accord

ance w

ith a

ny s

tan

dard

s d

evelo

pe

d b

y th

e

Safe

ty D

irecto

r C

ouncil m

ust c

arry

out fu

nctio

ns u

nd

er s

216(1

) in a

m

ann

er th

at e

nsure

s th

e s

afe

op

era

tion o

f vessels

and

min

imis

es th

e ris

k o

f enviro

nm

en

tal d

am

ag

e fro

m th

e

opera

tion o

f vesse

ls



Wate

rway M

ana

ge

r Instru

men

t of D

ele

gatio

n –

Mem

be

rs o

f Sta

ff

May 2

022

Ma

rine S

afe

ty A

ct 2

01

0

Pro

vis

ion

P

ow

er a

nd

Fu

nctio

ns D

ele

ga

ted

D

ele

ga

te

Co

nd

ition

s a

nd

Lim

itatio

ns

s.2

16(1

)(d)

Functio

n o

f co

ntro

lling th

e n

avig

atio

n a

nd v

esse

l movem

en

t in

the w

ate

r G

MD

, MD

S,

MA

S, C

CC

, S

CC

O, C

FS

Council m

ust c

arry

out fu

nctio

ns u

nd

er s

216(1

) in a

m

ann

er th

at e

nsure

s th

e s

afe

op

era

tion o

f vessels

and

min

imis

es th

e ris

k o

f enviro

nm

en

tal d

am

ag

e fro

m th

e

opera

tion o

f vesse

ls

s.2

16(1

)(e)

Functio

n o

f desig

na

ting a

reas in

whic

h a

nchora

ge o

f vessels

is

perm

itted a

nd n

ot p

erm

itted

GM

D, M

DS

, M

AS

, CC

C

Council m

ust c

arry

out fu

nctio

ns u

nd

er s

216(1

) in a

m

ann

er th

at e

nsure

s th

e s

afe

op

era

tion o

f vessels

an

d

min

imis

es th

e ris

k o

f enviro

nm

en

tal d

am

ag

e fro

m th

e

opera

tion o

f vesse

ls

s.2

16(1

)(f) F

unctio

n o

f alte

ring a

nd d

redgin

g c

ha

nne

ls fo

r navig

atio

n in

w

ate

r G

MD

, MD

S,

MA

S

Council m

ust c

arry

out fu

nctio

ns u

nd

er s

216(1

) in a

m

ann

er th

at e

nsure

s th

e s

afe

op

era

tion o

f vessels

and

min

imis

es th

e ris

k o

f enviro

nm

en

tal d

am

ag

e fro

m th

e

opera

tion o

f vesse

ls

In a

ccord

ance w

ith a

ny d

irectio

ns o

r dete

rmin

atio

n o

f th

e S

afe

ty D

irecto

r

s.2

16(1

)(g)

Functio

n o

f rem

ovin

g o

r ma

rkin

g o

bstru

ctio

ns in

the w

ate

r G

MD

, MD

S,

MA

S, C

CC

, S

CC

O, C

FS

Council m

ust c

arry

out fu

nctio

ns u

nd

er s

216(1

) in a

m

ann

er th

at e

nsure

s th

e s

afe

op

era

tion o

f vessels

and

min

imis

es th

e ris

k o

f enviro

nm

en

tal d

am

ag

e fro

m th

e

opera

tion o

f vesse

ls

s.2

16(3

)(a)

Pow

er to

ente

r into

contra

cts

and a

gre

em

ents

for th

e c

arry

ing

out o

f Co

uncil's

functio

ns u

nder s

21

6 o

f the

Marin

e S

afe

ty

Act 2

010

GM

D, M

DS

, M

AS

, CF

S

s.2

16(3

)(b)

Pow

er to

ente

r into

contra

cts

or a

gency a

gre

em

ents

with

pers

ons to

assis

t in th

e c

arry

ing o

ut o

f Co

uncil's

functio

ns

under th

e M

arin

e S

afe

ty A

ct 2

01

0

GM

D, M

DS

, M

AS

, CF

S

s.2

16(3

)(c)

Pow

er to

charg

e th

e p

rescrib

ed fe

es fo

r any s

erv

ice p

rovid

ed

G

MD

, GM

CS

, M

GP

, MD

S,

MA

S, M

FS

, C

CC

, SC

CO

Council m

ust h

ave re

ga

rd to

any re

levan

t regu

latio

ns

made

un

der s

31

1

s.2

16(3

)(d)

Pow

er to

do a

ll thin

gs n

ece

ssary

to e

nab

le C

ou

ncil to

carry

out its

functio

ns u

nd

er s

21

6 o

f the M

arin

e S

afe

ty A

ct 2

010

G

MD

, MD

S,

MA

S, C

CC

, CF

S

s.2

19A

(1)

Pow

er to

move a

ny ‘th

ing’ o

r cause a

ny ‘th

ing’ to

be m

oved

from

wa

ter

GM

D, M

DS

, M

AS

, CC

C,

SC

CO

, CF

S

Subje

ct to

ss 2

19

A(1

)(a) a

nd 2

19A

(1)(b

)



Wate

rway M

ana

ge

r Instru

men

t of D

ele

gatio

n –

Mem

be

rs o

f Sta

ff

May 2

022

Ma

rine S

afe

ty A

ct 2

01

0

Pro

vis

ion

P

ow

er a

nd

Fu

nctio

ns D

ele

ga

ted

D

ele

ga

te

Co

nd

ition

s a

nd

Lim

itatio

ns

s.2

19A

(2)

Pow

er to

imm

ed

iate

ly re

mo

ve a

‘thin

g’ fro

m w

ate

r G

MD

, MD

S,

MA

S, C

CC

, S

CC

O, C

FS

Subje

ct to

ss 2

19

A(2

)(a) a

nd s

219

A(2

)(b)

s.2

19B

(1)

Pow

er to

ente

r the v

ehic

le o

r vessel u

sin

g re

aso

na

ble

forc

e if

necessary

G

MD

, MD

S,

MA

S, C

CC

, S

CC

O, C

FS

For th

e p

urp

ose o

f co

nvenie

ntly

or e

xpe

die

ntly

movin

g

the v

eh

icle

or v

esse

l

s.2

19B

(2)

Duty

to m

ove th

e ‘th

ing

’ to th

e n

eare

st s

afe

an

d c

onve

nie

nt

pla

ce

G

MD

, MD

S,

MA

S, C

CC

, S

CC

O, C

FS

s.2

19C

D

uty

to m

ake a

ll reason

ab

le e

nquirie

s to

esta

blis

h th

e id

entity

or lo

catio

n o

f the o

wn

er o

f the p

roperty

G

MD

, MD

S,

MA

S, C

CC

, S

CC

O, C

FS

s.2

19D

(1)

Pow

er to

dis

pose o

f a ‘th

ing’

GM

D, M

DS

, M

AS

, CC

C,

SC

CO

, CF

S

Council m

ust n

ot to

dis

pose o

f a 'th

ing' u

nd

er s

219D

(1) s

ubje

ct to

ss 2

19D

(2)(a

) – (b

) and

21

9D

(3)

s.2

19D

(4)

Duty

to g

ive th

e o

wner o

f a ‘th

ing

’ that h

as b

een m

oved

notic

e, in

writin

g, th

at C

oun

cil in

tends to

dis

pose o

f it G

MD

, MD

S,

MA

S, C

CC

, S

CC

O, C

FS

s.2

19D

(5)

Pow

er to

dis

pose o

f the ‘th

ing’ a

fter 2

8 d

ays, e

ither b

y g

ift, sale

, destru

ctio

n, o

r by o

therw

ise d

ea

ling w

ith th

e ‘th

ing’

GM

D, G

MC

S,

MG

P, M

DS

, M

AS

, CC

C,

SC

CO

, CF

S

If notic

e in

writin

g is

giv

en u

nder s

21

9D

(4) to

the

ow

ner a

nd th

e o

wn

er d

oes n

ot re

cover th

e 'th

ing'

s.2

19E

(1)

Pow

er to

recover c

osts

from

the

ow

ner o

f the ‘th

ing’

GM

D, G

MC

S,

MG

P, M

DS

, C

CC

, SC

CO

If a 'th

ing' h

as b

ee

n m

ove

d u

nder s

s 2

19A

(1) o

r 219

A(2

)

s.2

19F

(1)

Duty

to p

ay to

the o

wn

er, a

nd a

ny o

ther p

ers

on w

ith a

n

inte

rest in

the ‘th

ing’, a

n a

mount c

om

mensura

te w

ith th

e

valu

e o

f the p

ers

on's

inte

rest in

the ‘th

ing

’, less a

ny a

moun

t payab

le u

nder s

219

E

GM

D, G

MC

S,

MG

P, M

DS

If th

e o

wn

er o

f a 'th

ing' is

unab

le to

recover p

ossessio

n

of th

e 'th

ing' b

ecause

the

thin

g h

as b

een d

isp

osed o

f under P

t 5.5

Div

2

s.2

19G

(a)

Pow

er to

recover th

e c

osts

of m

ovin

g a

nd d

isposin

g o

f the

‘thin

g’

GM

D, G

MC

S,

MG

P, M

DS

, C

CC

, SC

CO

If the 'th

ing' h

as b

een d

ispo

sed o

f und

er s

219

D(1

) an

d

the id

entity

or lo

ca

tion o

f the o

wn

er h

as n

ot b

ee

n

esta

blis

he

d

s.2

20(5

) D

uty

to e

nsure

that a

license

d h

arb

our m

aste

r is e

ngag

ed a

t all tim

es

GM

D, M

DS

, C

CC

In

respect o

f any p

art o

f wa

ters

in w

hic

h th

e S

afe

ty

Dire

cto

r has d

ete

rmin

ed

that a

lice

nsed h

arb

our

maste

r is re

qu

ired to

be

en

gage

d



Wate

rway M

ana

ge

r Instru

men

t of D

ele

gatio

n –

Mem

be

rs o

f Sta

ff

May 2

022

Ma

rine S

afe

ty A

ct 2

01

0

Pro

vis

ion

P

ow

er a

nd

Fu

nctio

ns D

ele

ga

ted

D

ele

ga

te

Co

nd

ition

s a

nd

Lim

itatio

ns

s.2

21(1

) D

uty

to is

sue id

en

tity c

ard

to h

arb

our m

aste

r G

MC

S, M

GP

, G

RC

If C

ou

ncil h

as e

nga

ge

d a

harb

our m

aste

r

s.2

29(4

) P

ow

er to

auth

oris

e, in

writin

g, a

pers

on to

act a

s a

n a

ssis

tant

harb

our m

aste

r G

MD

, MD

S

If a h

arb

our m

aste

r is e

nga

ged, th

e h

arb

our m

aste

r has b

een c

onsu

lted

an

d th

e S

afe

ty D

irecto

r has g

ive

n

writte

n a

ppro

val

s.2

81

F

unctio

n o

f co

nsultin

g w

ith th

e S

afe

ty D

irecto

r regard

ing

develo

pm

ent a

nd

revie

w o

f the M

arin

e E

nfo

rce

ment P

olic

y

GM

D, M

DS

, M

AS

, CC

C


Page 288

14.13 ADOPTION OF CHILDREN'S SERVICES LEGISLATION INSTRUMENT OF DELEGATION


The purpose of this report is to present the updated Children’s Services Legislation Instrument of Delegation for adoption.

2. Recommendation

That Council: (i) revoke the Instrument of Delegation (Children’s Services VIC & NSW

Legislation) adopted by Council on 26 August 2020; (ii) adopt the updated Instrument of Delegation (Children’s Services VIC &

NSW Legislation) as presented; and (iii) authorise all powers be delegated to members of Council staff holding,

acting in or performing the duties of officers or positions referred to in the attached instrument of delegation, once adopted.

3. Background Council performs childcare functions and services in both Victoria and New South Wales, therefore both sets of legislation are required in this updated Instrument of Delegation. This Instrument of Delegation was last updated in August 2020.

4. Consultation Proposed/Undertaken Consultation was undertaken with Council’s Strategic Management Team to ensure provisions are appropriately assigned to Council officers.

5. Discussion Council’s solicitors, Maddocks, have provided an update for the ongoing maintenance of Council’s Delegation Manual. This update includes 152 new delegative powers, as there have been a number of legislative changes since the last review conducted for Council in 2019.

6. Time Frame The Instrument of Delegation will come into force immediately following a resolution of Council.



Page 289

Leadership Outcome to be achieved: • Effective governance to deliver results in line with community expectations


9. Implications Policy There are no policy implications associated with this report. Legal/Statutory This report aligns with section 11(9) the Local Government Act 2020. Financial There are no financial implications associated with this report. Environmental There are no environmental implications associated with this report. Social There are no social implications associated with this report. Economic There are no economic implications associated with this report.



No conflicts of interest were declared during the preparation of this report. Attachments 1⇩ DRAFT Childrens Services Legislation - Instrument of Delegation Council to Staff -

May 2022



Instrument of Delegation ─ Members of Council Staff

Instrument of Delegation

to

Members of Council Staff

(Children’s Services VIC and NSW Legislation only)



Instrument of Delegation from Council to Members of Council Staff – Children’s Services May 2020

Document Control Page

Document Information

Information

TRIM File Number 18/02/05

Document Owner General Manager Corporate

Last Update August 2020

Document History

Version Issue Date

Changes

1.0 December 2011

Document created to cover Victorian and New South Wales Children’s Services Legislation

2.0 July 2012 Changes implemented to relevant Legislation

3.0 February 2014

Update from Maddocks – February 2014

4.0 October 2015

Update from Maddocks – September 2015

5.0 May 2017 Update from Maddocks – March 2017

6.0 July 2018 Update from Maddocks – May 2018

7.0 August 2020

Implementation of Local Government Act 2020

8.0 January 2022

Update from Maddocks – January 2022




Instrument of Delegation In exercise of the power conferred by the legislation referred to in the attached Schedule, the Mildura Rural City Council (Council):

1. delegates each duty and/or function and/or power described in column 1 of the Schedule (and summarised in column 2 of the Schedule) to the member of Council staff holding, acting in or performing the duties of the office or position described opposite each such duty and/or function and/or power in column 3 of the Schedule;

2. records that a reference in the Schedule to:

ADSC means Aged & Disability Services Coordinator

CHC means Community Health Coordinator

EYC means Early Years Coordinator

FDCTL means Family Day Care Team Leader

GMC means General Manager Community

GMCS means General Manager Corporate Services

ITL means Immunisation Team Leader

KEO means Kindergarten Enrolment Officer

KEPO means Kindergarten Enrolment Project Officer

MCCS means Manager Community Care Services

MLCS means Manager Leisure & Cultural Services

PCD means Playalong Centre Director

SYCM means Senior Youth Case Manager

YCM means Youth Case Manager

YDO means Youth Development Officer

YESC means Youth Engagement Services Coordinator

YPPO means Youth Program & Participation Officer

3. records that on the coming into force of this Instrument of Delegation each delegation under the Instrument of Delegation dated xxxx and executed under Council Seal is revoked;

4. declares that:

4.1 this Instrument of Delegation is authorised by a resolution of Council passed on xxxx and

4.2 the delegation:

4.2.1 comes into force immediately the common seal of Council is affixed to this Instrument of Delegation;

4.2.2 remains in force until varied or revoked;

4.2.3 is subject to any conditions and limitations set out in sub-paragraph 3.3, and the Schedule; and

4.2.4 must be read in accordance with any guidelines or policies which Council from time to time adopts; and




4.3 the delegate must not determine the issue, take the action or do the act or thing if:

4.3.1 the issue, action, act or thing is an issue, action or thing which Council has previously designated as an issue, action, act or thing which must be the subject of a Resolution of Council; or

4.3.2 if the determining of the issue, taking of the action or doing of the act or thing would or would be likely to involve a decision which is inconsistent with a

(a) policy; or

(b) strategy

adopted by Council; or

4.3.3 if the determining of the issue, the taking of the action or the doing of the act or thing cannot be the subject of a lawful delegation..

4.3.4 the determining of the issue, the taking of the action or the doing of the act or thing is already the subject of an exclusive delegation to another member of Council staff or delegated committee.

THE COMMON SEAL of the MILDURA RURAL CITY ) COUNCIL was affixed hereto by authority of the ) Council in the presence of: ) ) ................................................ COUNCILLOR ................................................ COUNCILLOR ................................................ CHIEF EXECUTIVE OFFICER DATE




SCHEDULE



INDEX

Child Protection (Working with Children) Act 2012 (NSW) .......................................................7

Child Wellbeing and Safety Act 2005 ........................................................................................7

Children and Young Persons (Care and Protection) Act 1998 (NSW) .................................. 12

Children (Education and Care Services) National Law (NSW) .............................................. 13

Children (Education and Care Services) Supplementary Provisions Act 2011 (NSW) ......... 19

Children (Education and Care Services) Supplementary Provisions Regulation 2012 (NSW)20

Children's Services Act 1996 (VIC) ........................................................................................ 21

Children's Services Regulations 2009 (VIC) .......................................................................... 23

Education and Care Services National Law Act 2010 (VIC) .................................................. 31

Education and Care Services National Regulations 2011 (NSW) (Also known as "National

Law Regulations") ................................................................................................... 38

Public Health and Wellbeing Act 2008 ................................................................................... 42

Working with Children Act 2005 (VIC) ................................................................................... 42



Instru

me

nt o

f Dele

gatio

n fro

m C

ouncil to

Me

mb

ers

of C

ouncil S

taff –

Child

ren’s

Serv

ices

Ma

y 2

022

Ins

trum

en

t of D

ele

gatio

n (C

hild

ren

's S

erv

ice

s V

IC &

NS

W L

eg

isla

tion

on

ly)

Ch

ild P

rote

ctio

n (W

ork

ing

with

Ch

ildre

n) A

ct 2

012

(NS

W)

Pro

vis

ion

P

ow

er a

nd

Fu

nctio

ns

De

leg

ate

d

De

leg

ate

C

on

ditio

ns a

nd

Lim

itatio

ns

s.3

1

Du

ty to

pro

vid

e in

form

atio

n fo

r the C

hild

ren

's G

uard

ian u

po

n re

qu

est

GM

C, M

CC

S, E

YC

, F

DC

TL

Du

ty o

f govern

me

nt a

gen

cy

s.3

5

Du

ty to

notify

the C

hild

ren

's G

uard

ian if a

wo

rker h

as e

ng

ag

ed

in c

ond

uct s

pecifie

d in

cl.2

of

Sch

ed

ule

1

GM

C, M

CC

S, E

YC

, F

DC

TL

Du

ty o

f repo

rting b

od

y

s.4

0

Du

ty to

com

ply

with

dire

ctio

n o

f the C

hild

ren

's G

ua

rdia

n

GM

C, M

CC

S, E

YC

, F

DC

TL

Du

ty o

f govern

me

nt a

gen

cy

Ch

ild W

ellb

ein

g a

nd

Sa

fety

Act 2

00

5

Pro

vis

ion

P

ow

er a

nd

Fu

nctio

ns

De

leg

ate

d

De

leg

ate

C

on

ditio

ns a

nd

Lim

itatio

ns

s.1

6I(3

)(a)

functio

n o

f receiv

ing n

otific

atio

n fro

m th

e C

om

mis

sio

n fo

r Ch

ildre

n a

nd

Yo

un

g P

eop

le (C

om

mis

sio

n) o

f an e

xe

mptio

n u

nde

r s1

6I(1

) G

MC

, ML

CS

, MC

CS

W

he

re c

oun

cil fu

nctio

ns a

s a

n 'e

ntity

with

in th

e

me

an

ing o

f s.1

6A

' in a

dditio

n to

its o

rdin

ary

role

a

s a

co

un

cil

This

pro

vis

ion is

not y

et in

forc

e a

nd w

ill co

mm

en

ce o

n 1

Ja

nu

ary

201

9

s.1

6K

(2)

duty

to p

rovid

e a

ny in

form

atio

n to

the C

om

mis

sio

n a

bo

ut a

syste

m

refe

rred to

in s

.16K

(1), if re

qu

este

d in

writin

g

GM

C, M

LC

S, M

CC

S

Wh

ere

co

un

cil fu

nctio

ns a

s a

n 'e

ntity

with

in th

e

me

an

ing o

f s.1

6A

' in a

dditio

n to

its o

rdin

ary

role

a

s a

co

un

cil

This

pro

vis

ion is

not y

et in

forc

e a

nd w

ill co

mm

en

ce o

n 1

Ja

nu

ary

201

9

s.1

6K

(3)

functio

n o

f receiv

ing fro

m th

e C

om

mis

sio

n a

ny n

ecessa

ry in

form

atio

n

rela

ting

to a

recom

me

nda

tion

for a

ctio

n to

be ta

ke

n, if a

reaso

na

ble

co

nce

rn w

ith a

syste

m re

ferre

d to

in s

ubse

ctio

n (1

) is id

entifie

d

GM

C, M

LC

S, M

CC

S

Wh

ere

co

un

cil fu

nctio

ns a

s a

n 'e

ntity

with

in th

e

me

an

ing o

f s.1

6A

' in a

dditio

n to

its o

rdin

ary

role

a

s a

co

un

cil



Instru

me

nt o

f Dele

gatio

n fro

m C

ouncil to

Me

mb

ers

of C

ouncil S

taff –

Child

ren’s

Serv

ices

Ma

y 2

022

Ch

ild W

ellb

ein

g a

nd

Sa

fety

Act 2

00

5

Pro

vis

ion

P

ow

er a

nd

Fu

nctio

ns

De

leg

ate

d

De

leg

ate

C

on

ditio

ns a

nd

Lim

itatio

ns

This

pro

vis

ion is

not y

et in

forc

e a

nd w

ill co

mm

en

ce o

n 1

Ja

nu

ary

201

9

s.1

6O

(2)

functio

n o

f advis

ing th

e C

om

mis

sio

n if C

oun

cil w

ill not, o

r is u

na

ble

to,

investig

ate

the re

po

rtable

alle

ga

tion

or e

ng

ag

e a

n in

dep

en

de

nt

investig

ato

r to in

vestig

ate

the re

porta

ble

co

nd

uct

GM

C, M

LC

S, M

CC

S

Wh

ere

co

un

cil fu

nctio

ns a

s a

n 'e

ntity

with

in th

e

me

an

ing o

f s.1

6A

' in a

dditio

n to

its o

rdin

ary

role

a

s a

co

un

cil

This

pro

vis

ion is

not y

et in

forc

e a

nd w

ill co

mm

en

ce o

n 1

Ja

nu

ary

201

9

s.1

6O

(4)(b

) fu

nctio

n o

f receiv

ing th

e fin

din

gs, re

aso

ns a

nd re

co

mm

end

atio

ns, if a

ny,

of th

e C

om

mis

sio

n, to

ge

ther w

ith a

ny n

ece

ssary

info

rma

tion

rela

ting

to

the re

com

me

nd

atio

ns

GM

C, M

LC

S, M

CC

S

Wh

ere

co

un

cil fu

nctio

ns a

s a

n 'e

ntity

with

in th

e

me

an

ing o

f s.1

6A

' in a

dditio

n to

its o

rdin

ary

role

a

s a

co

un

cil

This

pro

vis

ion is

not y

et in

forc

e a

nd w

ill co

mm

en

ce o

n 1

Ja

nu

ary

201

9

s.1

6U

(1)

duty

to re

po

rt a m

atte

r to V

icto

ria P

olic

e u

po

n b

eco

min

g a

wa

re th

at a

re

po

rtable

alle

ga

tion

may in

volv

e c

rimin

al c

ond

uct

PC

D, C

HC

, GM

C,

ML

CS

, MC

CS

, A

DS

BM

, YE

SC

, Y

DO

, YP

PO

, EY

C,

FD

CT

L, IT

L

Wh

ere

co

un

cil fu

nctio

ns a

s a

n 'e

ntity

with

in th

e

me

an

ing o

f s.1

6A

' in a

dditio

n to

its o

rdin

ary

role

a

s a

co

un

cil

This

pro

vis

ion is

not y

et in

forc

e a

nd w

ill co

mm

en

ce o

n 1

Ja

nu

ary

201

9

s.1

6U

(2)

duty

to s

uspe

nd

inve

stig

atio

n o

f a re

po

rtable

alle

gatio

n u

nde

r pt 5

A o

f th

e A

ct u

ntil th

e C

hie

f Com

mis

sio

ne

r of P

olic

e a

dvis

es th

at th

e p

olic

e

investig

atio

n h

as b

ee

n c

om

ple

ted

, or a

gre

es th

at th

e in

vestig

atio

n u

nd

er

this

pt m

ay p

rocee

d in

con

sulta

tion

with

Vic

toria

Po

lice

GM

C, M

LC

S, M

CC

S

Wh

ere

co

un

cil fu

nctio

ns a

s a

n 'e

ntity

with

in th

e

me

an

ing o

f s.1

6A

' in a

dditio

n to

its o

rdin

ary

role

a

s a

co

un

cil

This

pro

vis

ion is

not y

et in

forc

e a

nd w

ill co

mm

en

ce o

n 1

Ja

nu

ary

201

9

s.1

6Z

A

duty

to e

nsu

re th

at th

e C

om

mis

sio

n, o

r an a

uth

oris

ed p

ers

on, is

giv

en

PC

D, C

HC

, GM

C,

Wh

ere

co

un

cil fu

nctio

ns a

s a

n 'e

ntity

with

in th

e



Instru

me

nt o

f Dele

gatio

n fro

m C

ouncil to

Me

mb

ers

of C

ouncil S

taff –

Child

ren’s

Serv

ices

Ma

y 2

022

Ch

ild W

ellb

ein

g a

nd

Sa

fety

Act 2

00

5

Pro

vis

ion

P

ow

er a

nd

Fu

nctio

ns

De

leg

ate

d

De

leg

ate

C

on

ditio

ns a

nd

Lim

itatio

ns

any a

ssis

tance

in c

onn

ectio

n w

ith th

e re

aso

na

ble

perfo

rma

nce

of th

e

Co

mm

issio

n’s

functio

ns, u

nd

er p

t 5A

of th

e A

ct, th

at th

e C

om

mis

sio

n, o

r th

e a

uth

oris

ed p

ers

on, re

ason

ab

ly re

qu

ires

ML

CS

, MC

CS

, A

DS

BM

, YE

SC

, E

YC

, FD

CT

L, IT

L

me

an

ing o

f s.1

6A

' in a

dditio

n to

its o

rdin

ary

role

a

s a

co

un

cil

This

pro

vis

ion is

not y

et in

forc

e a

nd w

ill co

mm

en

ce o

n 1

Ja

nu

ary

201

9

s.1

6Z

G(5

) d

uty

to p

rovid

e e

ach d

ocu

me

nt s

pecifie

d in

the n

otic

e to

the

Com

mis

sio

n

on o

r befo

re th

e d

ate

spe

cifie

d in

the n

otic

e

PC

D, C

HC

, GM

C,

ML

CS

, MC

CS

, A

DS

BM

, YE

SC

, E

YC

, FD

CT

L, IT

L

Wh

ere

co

un

cil fu

nctio

ns a

s a

n 'e

ntity

with

in th

e

me

an

ing o

f s.1

6A

' in a

dditio

n to

its o

rdin

ary

role

a

s a

co

un

cil

This

pro

vis

ion is

not y

et in

forc

e a

nd w

ill co

mm

en

ce o

n 1

Ja

nu

ary

201

9

Wh

ere

s.1

6Z

G(1

) app

lies

s.1

6Z

I(2)

pow

er to

se

ek a

revie

w b

y th

e C

om

mis

sio

n o

f the C

om

mis

sio

n’s

d

ecis

ion to

giv

e a

notic

e to

pro

du

ce

GM

C, M

LC

S, M

CC

S

Wh

ere

co

un

cil fu

nctio

ns a

s a

n 'e

ntity

with

in th

e

me

an

ing o

f s.1

6A

' in a

dditio

n to

its o

rdin

ary

role

a

s a

co

un

cil

This

pro

vis

ion is

not y

et in

forc

e a

nd w

ill co

mm

en

ce o

n 1

Ja

nu

ary

201

9

s.1

6Z

L(5

) fu

nctio

n o

f receiv

ing a

n o

ppo

rtunity

to c

om

me

nt o

n a

ny c

om

me

nts

or

opin

ions in

the C

om

mis

sio

n’s

ann

ua

l report w

hic

h a

re a

dvers

e to

C

oun

cil a

nd

pro

vid

ing s

uch

com

me

nt

GM

C, M

LC

S, M

CC

S

Wh

ere

co

un

cil fu

nctio

ns a

s a

n 'e

ntity

with

in th

e

me

an

ing o

f s.1

6A

' in a

dditio

n to

its o

rdin

ary

role

a

s a

co

un

cil

This

pro

vis

ion is

not y

et in

forc

e a

nd w

ill co

mm

en

ce o

n 1

Ja

nu

ary

201

9

s.1

9

duty

to c

om

ply

with

the C

hild

Sa

fe S

tand

ard

s

PC

D, C

HC

, GM

C,

ML

CS

, MC

CS

, Y

ES

C, Y

DO

, YP

PO

, E

YC

, FD

CT

L

Wh

ere

co

un

cil fu

nctio

ns a

s a

'ca

teg

ory

1 e

ntity

' in

add

ition to

its o

rdin

ary

role

as a

co

un

cil

s.2

5

functio

n o

f receiv

ing e

duca

tion

an

d a

dvic

e fro

m th

e C

om

mis

sio

n fo

r P

CD

, CH

C, G

MC

, W

he

re c

oun

cil fu

nctio

ns a

s a

'ca

teg

ory

1 e

ntity

' in



Instru

me

nt o

f Dele

gatio

n fro

m C

ouncil to

Me

mb

ers

of C

ouncil S

taff –

Child

ren’s

Serv

ices

Ma

y 2

022

Ch

ild W

ellb

ein

g a

nd

Sa

fety

Act 2

00

5

Pro

vis

ion

P

ow

er a

nd

Fu

nctio

ns

De

leg

ate

d

De

leg

ate

C

on

ditio

ns a

nd

Lim

itatio

ns

Ch

ildre

n a

nd

Yo

un

g P

eop

le re

ga

rdin

g th

e C

hild

Sa

fe S

tan

da

rds

ML

CS

, YE

SC

, YD

O,

EY

C, F

DC

TL

add

ition to

its o

rdin

ary

role

as a

co

un

cil

s.2

6

functio

n o

f receiv

ing re

qu

est fro

m th

e C

om

mis

sio

n fo

r Ch

ildre

n a

nd

Yo

un

g P

eop

le fo

r any in

form

atio

n o

r docum

ent

PC

D, C

HC

, GM

C,

ML

CS

, MC

CS

, Y

ES

C, Y

DO

, EY

C,

FD

CT

L

Wh

ere

co

un

cil fu

nctio

ns a

s a

'ca

teg

ory

1 e

ntity

' in

add

ition to

its o

rdin

ary

role

as a

co

un

cil

s.2

7(1

) fu

nctio

n o

f receiv

ing re

qu

est fro

m a

rele

vant a

uth

ority

to p

rovid

e a

ny

info

rmatio

n o

r docum

ent

PC

D, C

HC

, GM

C,

ML

CS

, MC

CS

, Y

ES

C, Y

DO

, EY

C,

FD

CT

L

Wh

ere

co

un

cil fu

nctio

ns a

s a

'ca

teg

ory

1 e

ntity

' in

add

ition to

its o

rdin

ary

role

as a

co

un

cil

s.2

9(2

) fu

nctio

n o

f receiv

ing w

ritten n

otic

e a

nd

co

nse

ntin

g to

insp

ectio

n o

f re

levan

t pre

mis

es b

y th

e C

om

mis

sio

n fo

r Ch

ildre

n a

nd

You

ng P

eop

le

CH

C, G

MC

, ML

CS

, M

CC

S, Y

ES

C, E

YC

W

he

re c

oun

cil fu

nctio

ns a

s a

'ca

teg

ory

1 e

ntity

' in

add

ition to

its o

rdin

ary

role

as a

co

un

cil

s.2

9(3

) p

ow

er to

co

nse

nt to

inspe

ctio

n o

f rele

vant p

rem

ise

s w

ithou

t writte

n

notic

e b

y th

e C

om

mis

sio

n fo

r Ch

ildre

n a

nd Y

oun

g P

eop

le

GM

C, M

LC

S, M

CC

S

Wh

ere

co

un

cil fu

nctio

ns a

s a

'ca

teg

ory

1 e

ntity

' in

add

ition to

its o

rdin

ary

role

as a

co

un

cil

s.3

0

duty

to c

om

ply

with

notic

e to

pro

vid

e d

ocu

me

nts

giv

en u

nd

er s

ubse

ctio

n

(1)

PC

D, C

HC

, GM

C,

ML

CS

, MC

CS

, Y

ES

C, Y

DO

, EY

C,

FD

CT

L

Wh

ere

co

un

cil fu

nctio

ns a

s a

'ca

teg

ory

1 e

ntity

' in

add

ition to

its o

rdin

ary

role

as a

co

un

cil

s.3

1

duty

to c

om

ply

with

notic

e to

co

mp

ly g

ive

n u

nd

er s

ubse

ctio

n (1

) P

CD

, CH

C, G

MC

, M

LC

S, M

CC

S,

YE

SC

, YD

O, Y

PP

O,

EY

C, F

DC

TL

Wh

ere

co

un

cil fu

nctio

ns a

s a

'ca

teg

ory

1 e

ntity

' in

add

ition to

its o

rdin

ary

role

as a

co

un

cil

s.3

6

duty

to e

nsu

re th

at th

e C

om

mis

sio

n fo

r Ch

ildre

n a

nd Y

oun

g P

eop

le is

g

ive

n a

ny a

ssis

tance re

aso

na

bly

requ

ired to

perfo

rm fu

nctio

ns

PC

D, C

HC

, GM

C,

ML

CS

, MC

CS

, Y

ES

C, Y

DO

, EY

C,

FD

CT

L

Wh

ere

co

un

cil fu

nctio

ns a

s a

'ca

teg

ory

1 e

ntity

' in

add

ition to

its o

rdin

ary

role

as a

co

un

cil

s.4

1I

pow

er to

se

ek re

vie

w b

y th

e C

om

mis

sio

n fo

r Ch

ildre

n a

nd Y

oun

g P

eop

le

of d

ecis

ion b

y th

e C

om

mis

sio

n to

issue a

notic

e to

pro

du

ce o

r a n

otic

e to

G

MC

, ML

CS

, MC

CS

W

he

re c

oun

cil fu

nctio

ns a

s a

'ca

teg

ory

1 e

ntity

' in

add

ition to

its o

rdin

ary

role

as a

co

un

cil



Instru

me

nt o

f Dele

gatio

n fro

m C

ouncil to

Me

mb

ers

of C

ouncil S

taff –

Child

ren’s

Serv

ices

Ma

y 2

022

Ch

ild W

ellb

ein

g a

nd

Sa

fety

Act 2

00

5

Pro

vis

ion

P

ow

er a

nd

Fu

nctio

ns

De

leg

ate

d

De

leg

ate

C

on

ditio

ns a

nd

Lim

itatio

ns

co

mp

ly

s.4

1J

pow

er to

app

ly to

VC

AT

for a

revie

w o

f the C

om

mis

sio

n fo

r Ch

ildre

n a

nd

Yo

un

g P

eop

le to

issu

e a

notic

e to

com

ply

G

MC

, ML

CS

, MC

CS

W

he

re c

oun

cil fu

nctio

ns a

s a

'ca

teg

ory

1 e

ntity

' in

add

ition to

its o

rdin

ary

role

as a

co

un

cil

Mu

st h

ave firs

t exh

au

ste

d a

ll availa

ble

ave

nue

s

for re

vie

w u

nd

er s

.41I

s.4

1M

fu

nctio

n o

f bein

g g

ive

n o

ppo

rtunity

to c

om

me

nt o

n a

dve

rse c

om

men

t or

opin

ion to

be in

clu

de

d in

ann

ua

l repo

rt or fu

rther re

po

rt G

MC

, ML

CS

, MC

CS

W

he

re c

oun

cil fu

nctio

ns a

s a

'ca

teg

ory

1 e

ntity

' in

add

ition to

its o

rdin

ary

role

as a

co

un

cil

s.4

6I(1

)(e)

pow

er to

co

llect c

on

fide

ntia

l info

rma

tion

an

d d

isclo

se it to

the S

ecre

tary

fo

r a p

erm

itted p

urp

ose

GM

C, M

LC

S, M

CC

S

Po

we

r of a

n a

ppro

ved p

rovid

er o

f an a

pp

rove

d

edu

catio

n a

nd c

are

serv

ice

for th

e p

urp

ose

s o

f th

e E

ducatio

n a

nd C

are

Se

rvic

es N

atio

nal L

aw

A

ct 2

01

0 (V

ic)

This

pro

vis

ion is

not y

et in

forc

e a

nd w

ill co

mm

en

ce o

n 1

Ja

nu

ary

201

9, u

nle

ss p

rocla

ime

d

earlie

r

s.4

6I(1

)(f) p

ow

er to

co

llect c

onfid

entia

l info

rma

tion

an

d d

isclo

se it to

the S

ecre

tary

fo

r a p

erm

itted p

urp

ose

GM

C, M

LC

S, M

CC

S

Po

we

r of a

n a

ppro

ved p

rovid

er o

f an a

pp

rove

d

edu

catio

n a

nd c

are

serv

ice

for th

e p

urp

ose

s o

f th

e E

ducatio

n a

nd C

are

Se

rvic

es N

atio

nal L

aw

A

ct 2

01

0 (V

ic)

This

pro

vis

ion is

not y

et in

forc

e a

nd w

ill co

mm

en

ce o

n 1

Ja

nu

ary

201

9, u

nle

ss p

rocla

ime

d

earlie

r

s.4

6K

(1)(m

) p

ow

er to

auth

oris

e a

regis

tere

d e

arly

ch

ildho

od

tea

che

r, pro

vid

ing

edu

catio

n a

nd c

are

to c

hild

ren

at a

n a

ppro

ved

edu

catio

n a

nd c

are

se

rvic

e, a

s a

Ch

ild L

ink u

se

r

GM

C, M

CC

S, E

YC

P

ow

er o

f an a

ppro

ved p

rovid

er o

f an a

pp

rove

d

edu

catio

n a

nd c

are

serv

ice

for th

e p

urp

ose

s o

f th

e E

ducatio

n a

nd C

are

Se

rvic

es N

atio

nal L

aw

A

ct 2

01

0 (V

ic)

This

pro

vis

ion is

not y

et in

forc

e a

nd w

ill



Instru

me

nt o

f Dele

gatio

n fro

m C

ouncil to

Me

mb

ers

of C

ouncil S

taff –

Child

ren’s

Serv

ices

Ma

y 2

022

Ch

ild W

ellb

ein

g a

nd

Sa

fety

Act 2

00

5

Pro

vis

ion

P

ow

er a

nd

Fu

nctio

ns

De

leg

ate

d

De

leg

ate

C

on

ditio

ns a

nd

Lim

itatio

ns

co

mm

en

ce o

n 1

Ja

nu

ary

201

9, u

nle

ss p

rocla

ime

d

earlie

r

s.4

6K

(1)(n

) p

ow

er to

auth

oris

e a

regis

tere

d e

arly

ch

ildho

od

tea

che

r, pro

vid

ing

edu

catio

n a

nd c

are

to c

hild

ren

at a

n a

ppro

ved

edu

catio

n a

nd c

are

se

rvic

e, a

s a

Ch

ild L

ink u

se

r

GM

C, M

CC

S, E

YC

P

ow

er o

f an a

ppro

ved p

rovid

er o

f an a

pp

rove

d

edu

catio

n a

nd c

are

serv

ice

for th

e p

urp

ose

s o

f th

e E

ducatio

n a

nd C

are

Se

rvic

es N

atio

nal L

aw

A

ct 2

01

0 (V

ic)

This

pro

vis

ion is

not y

et in

forc

e a

nd w

ill co

mm

en

ce o

n 1

Ja

nu

ary

201

9, u

nle

ss p

rocla

ime

d

earlie

r

s.4

6K

(4)

duty

to re

voke a

uth

oris

atio

n if th

e p

ers

on w

ho h

as b

ee

n a

uth

oris

ed n

o

long

er re

qu

ires a

cce

ss to

the C

hild

Lin

k R

eg

iste

r G

MC

, MC

CS

, EY

C

Po

we

r of a

n a

ppro

ved p

rovid

er o

f an a

pp

rove

d

edu

catio

n a

nd c

are

serv

ice

for th

e p

urp

ose

s o

f th

e E

ducatio

n a

nd C

are

Se

rvic

es N

atio

nal L

aw

A

ct 2

01

0 (V

ic)

This

pro

vis

ion is

not y

et in

forc

e a

nd w

ill co

mm

en

ce o

n 1

Ja

nu

ary

201

9, u

nle

ss p

rocla

ime

d

earlie

r

Ch

ildre

n a

nd

Yo

un

g P

ers

on

s (C

are

an

d P

rote

ctio

n) A

ct 1

99

8 (N

SW

)

Pro

vis

ion

P

ow

er a

nd

Fu

nctio

ns

De

leg

ate

d

De

leg

ate

C

on

ditio

ns a

nd

Lim

itatio

ns

s.2

45

C

pow

er to

pro

vid

e in

form

atio

n to

ano

ther p

rescrib

ed

bo

dy, a

nd

functio

n o

f re

ceiv

ing in

form

atio

n fro

m a

noth

er p

rescrib

ed

bod

y

GM

C, M

CC

S,

EY

C, F

DC

TL

Po

we

r or fu

nctio

n o

f pre

scrib

ed

bo

dy (w

hic

h in

clu

des

lice

nse

e)

s.2

45

D(1

) p

ow

er to

requ

est in

form

atio

n fro

m a

noth

er p

rescrib

ed

bo

dy

GM

C, M

CC

S,

EY

C, F

DC

TL

Po

we

r of p

rescrib

ed

bo

dy (w

hic

h in

clu

de

s lic

ense

e)

s.2

45

D(3

) d

uty

to c

om

ply

with

reque

st fo

r info

rmatio

n b

y a

no

the

r pre

scrib

ed

bo

dy

unle

ss s

.245

D(4

) app

lies

GM

C, M

CC

S,

EY

C, F

DC

TL

Du

ty o

f pre

scrib

ed b

od

y (w

hic

h in

clu

de

s lic

ense

e)



Instru

me

nt o

f Dele

gatio

n fro

m C

ouncil to

Me

mb

ers

of C

ouncil S

taff –

Child

ren’s

Serv

ices

Ma

y 2

022

Ch

ildre

n a

nd

Yo

un

g P

ers

on

s (C

are

an

d P

rote

ctio

n) A

ct 1

99

8 (N

SW

)

Pro

vis

ion

P

ow

er a

nd

Fu

nctio

ns

De

leg

ate

d

De

leg

ate

C

on

ditio

ns a

nd

Lim

itatio

ns

s.2

45

D(4

) P

ow

er to

refu

se to

pro

vid

e in

form

atio

n in

the c

ircum

sta

nce

s lis

ted in

su

bse

ctio

n (4

) G

MC

, MC

CS

, E

YC

, FD

CT

L

Pow

er o

f pre

scrib

ed

bo

dy (w

hic

h in

clu

de

s lic

ense

e)

s.2

45

D(5

) d

uty

to n

otify

pre

scrib

ed

bod

y w

ith w

ritten re

aso

ns fo

r refu

sin

g to

pro

vid

e

info

rmatio

n re

qu

este

d

GM

C, M

CC

S,

EY

C, F

DC

TL

Du

ty o

f pre

scrib

ed b

od

y (w

hic

h in

clu

de

s lic

ense

e)

s.2

45

E

Du

ty to

take re

ason

ab

le s

teps to

co

-ord

inate

de

cis

ion m

akin

g a

nd th

e

deliv

ery

of s

erv

ice

s re

ga

rdin

g c

hild

ren

and

yo

un

g p

ers

ons

GM

C, M

CC

S,

EY

C

Du

ty o

f pre

scrib

ed b

od

y (w

hic

h in

clu

de

s lic

ense

e)

s.2

45

F

Du

ty to

en

sure

info

rma

tion is

not d

isclo

sed

or u

se

d fo

r any p

urp

ose

oth

er

than

for th

e s

afe

ty, w

elfa

re o

r we

ll-bein

g o

f the c

hild

or y

oun

g p

ers

on

GM

C, M

CC

S,

EY

C

Du

ty o

f pre

scrib

ed b

od

y (w

hic

h in

clu

de

s lic

ense

e)

s.2

48

Fun

ctio

n o

f furn

ish

ing a

nd

receiv

ing in

form

atio

n to

/from

the D

irecto

r-G

ene

ral

GM

C, M

CC

S

Fun

ctio

n o

f pre

scrib

ed b

ody (w

hic

h in

clu

de

s lic

ense

e)

s.2

48

B(6

) p

ow

er to

excha

ng

e a

ssessm

ent in

form

atio

n w

ith N

SW

Sta

te c

hild

p

rote

ctio

n b

od

ies

GM

C, M

CC

S,

EY

C, F

DC

TL

Wh

ere

Co

un

cil a

rrange

s c

hild

pro

tectio

n, o

ut-o

f-ho

me

ca

re, g

ua

rdia

nsh

ip o

r ado

ptio

n s

erv

ice

s

Ch

ildre

n (E

du

catio

n a

nd

Care

Se

rvic

es

) Na

tion

al L

aw

(NS

W)

Pro

vis

ion

P

ow

er a

nd

Fu

nctio

ns

De

leg

ate

d

De

leg

ate

C

on

ditio

ns a

nd

Lim

itatio

ns

s.1

0

Po

we

r to a

pp

ly fo

r pro

vid

er a

ppro

val

GM

C, M

CC

S

Po

we

r of "p

ers

on" w

hic

h in

clu

de

s a

bod

y c

orp

ora

te

s.2

0

Fun

ctio

n o

f receiv

ing c

opy o

f pro

vid

er a

ppro

val

GM

C, M

CC

S,

EY

C

Fun

ctio

n o

f appro

ved

pro

vid

er

s.2

2

Po

we

r to a

pp

ly to

the R

eg

ula

tory

Auth

ority

for a

me

nd

me

nt o

f the p

rovid

er

app

rova

l G

MC

, MC

CS

, E

YC

P

ow

er o

f the a

pp

rove

d p

rovid

er

s.2

3

Fun

ctio

n o

f receiv

ing n

otic

e o

f am

end

me

nt o

f pro

vid

er a

pp

rova

l G

MC

, MC

CS

, E

YC

F

un

ctio

n o

f appro

ved

pro

vid

er

s.2

4

Fun

ctio

n o

f receiv

ing a

co

py o

f am

en

de

d p

rovid

er a

pp

rova

l G

MC

, MC

CS

, E

YC

F

un

ctio

n o

f appro

ved

pro

vid

er



Instru

me

nt o

f Dele

gatio

n fro

m C

ouncil to

Me

mb

ers

of C

ouncil S

taff –

Child

ren’s

Serv

ices

Ma

y 2

022

Ch

ildre

n (E

du

catio

n a

nd

Care

Se

rvic

es

) Na

tion

al L

aw

(NS

W)

Pro

vis

ion

P

ow

er a

nd

Fu

nctio

ns

De

leg

ate

d

De

leg

ate

C

on

ditio

ns a

nd

Lim

itatio

ns

s.2

6

Po

we

r of p

rovid

ing a

writte

n re

spo

nse to

sh

ow

cau

se n

otic

e

GM

C, M

CC

S,

EY

C

Po

we

r of a

pp

rove

d p

rovid

er

s.2

9

Fun

ctio

n o

f receiv

ing n

otic

e o

f decis

ion to

su

spe

nd

pro

vid

er a

ppro

val

GM

C, M

CC

S,

EY

C

Fun

ctio

n o

f appro

ved

pro

vid

er

s.3

2

Fun

ctio

n o

f receiv

ing a

sh

ow

ca

use

notic

e a

nd p

ow

er to

pro

vid

e a

writte

n

respo

nse

to s

how

ca

use n

otic

e

GM

C, M

CC

S,

EY

C

Fun

ctio

n a

nd p

ow

er o

f ap

pro

ved

pro

vid

er

s.3

3

Fun

ctio

n o

f receiv

ing n

otic

e o

f decis

ion o

f Re

gu

lato

ry A

uth

ority

G

MC

, MC

CS

, E

YC

F

un

ctio

n o

f appro

ved

pro

vid

er

s.3

5

Du

ty to

com

ply

with

reque

st fo

r info

rmatio

n, if a

sh

ow

ca

use

notic

e h

as

bee

n g

ive

n

GM

C, M

CC

S,

EY

C, F

DC

TL

Du

ty o

f appro

ved

pro

vid

er

s.3

6

Du

ty to

com

ply

with

reque

st to

giv

e w

ritten n

otic

e o

f su

spen

sio

n o

r ca

nce

llatio

n

GM

C, M

CC

S,

EY

C, F

DC

TL

Du

ty o

f appro

ved

pro

vid

er

s.3

7(1

) P

ow

er to

app

ly to

the R

eg

ula

tory

Auth

ority

for s

usp

en

sio

n o

f the p

rovid

er

app

rova

l G

MC

, MC

CS

P

ow

er o

f app

rove

d p

rovid

er

s.3

7(3

) D

uty

to n

otify

pare

nts

of in

ten

tion to

ma

ke a

pp

lica

tion fo

r su

spe

nsio

n o

f p

rovid

er a

ppro

val

GM

C, M

CC

S,

EY

C

Du

ty o

f appro

ved

pro

vid

er

s.3

7(5

) F

un

ctio

n o

f receiv

ing n

otic

e o

f Re

gu

lato

ry A

uth

ority

's d

ecis

ion

G

MC

, MC

CS

, E

YC

F

un

ctio

n o

f appro

ved

pro

vid

er

s.3

7(6

) F

un

ctio

n o

f agre

ein

g w

ith th

e R

egu

lato

ry A

uth

ority

on a

date

for

su

spe

nsio

n to

take

effe

ct

GM

C, M

CC

S

Fun

ctio

n o

f appro

ved

pro

vid

er

s.3

7(8

) P

ow

er to

app

ly to

revo

ke s

uspe

nsio

n b

efo

re e

nd o

f su

spen

sio

n p

erio

d

GM

C, M

CC

S

Po

we

r of a

pp

rove

d p

rovid

er

s.3

8(1

) P

ow

er to

su

rrend

er p

rovid

er a

ppro

val

GM

C, M

CC

S

Po

we

r of a

pp

rove

d p

rovid

er

s.3

8(3

) D

uty

to n

otify

pare

nts

of in

ten

tion to

su

rrend

er p

rovid

er a

pp

rova

l G

MC

, MC

CS

D

uty

of a

ppro

ved

pro

vid

er



Instru

me

nt o

f Dele

gatio

n fro

m C

ouncil to

Me

mb

ers

of C

ouncil S

taff –

Child

ren’s

Serv

ices

Ma

y 2

022

Ch

ildre

n (E

du

catio

n a

nd

Care

Se

rvic

es

) Na

tion

al L

aw

(NS

W)

Pro

vis

ion

P

ow

er a

nd

Fu

nctio

ns

De

leg

ate

d

De

leg

ate

C

on

ditio

ns a

nd

Lim

itatio

ns

s.4

3

Po

we

r to a

pp

ly fo

r a s

erv

ice

ap

pro

va

l for a

n e

du

ca

tion

an

d c

are

se

rvic

e

GM

C, M

CC

S

Po

we

r of a

pp

rove

d p

rovid

er

s.5

1

Du

ty to

com

ply

with

co

nditio

n o

f se

rvic

e a

pp

rova

l to h

old

pre

scrib

ed

in

sura

nce

GM

C, M

CC

S,

EY

C, F

DC

TL

Du

ty o

f appro

ved

pro

vid

er

s.5

2

Fun

ctio

n o

f receiv

ing a

co

py o

f the s

erv

ice

ap

pro

va

l G

MC

, MC

CS

, E

YC

F

un

ctio

n o

f appro

ved

pro

vid

er

s.5

4(1

) P

ow

er to

app

ly fo

r am

end

me

nt o

f se

rvic

e a

ppro

va

l and

functio

n o

f re

ceiv

ing n

otic

e o

f decis

ion

G

MC

, MC

CS

, E

YC

P

ow

er a

nd

functio

n o

f app

rove

d p

rovid

er

s.5

4(9

) F

un

ctio

n o

f receiv

ing n

otic

e o

f the R

egu

lato

ry A

uth

ority

's d

ecis

ion

GM

C, M

CC

S,

EY

C

Fun

ctio

n o

f appro

ved

pro

vid

er

s.5

5(3

) F

un

ctio

n o

f receiv

ing n

otic

e o

f the a

me

nd

me

nt

GM

C, M

CC

S,

EY

C

Fun

ctio

n o

f appro

ved

pro

vid

er

s.5

6

Du

ty to

giv

e w

ritten

notic

e to

the R

egu

lato

ry A

uth

ority

of w

ish to

ch

an

ge

n

om

inate

d s

upe

rvis

or

GM

C, M

CC

S,

EY

C

Du

ty o

f appro

ved

pro

vid

er

s.5

7

Fun

ctio

n o

f receiv

ing a

me

nd

ed

co

py o

f se

rvic

e a

pp

rova

l G

MC

, MC

CS

, E

YC

F

un

ctio

n o

f appro

ved

pro

vid

er

s.5

8

Po

we

r to tra

nsfe

r the s

erv

ice

ap

pro

va

l to a

no

ther a

pp

rove

d p

rovid

er

GM

C, M

CC

S,

EY

C

Po

we

r of a

pp

rove

d p

rovid

er

s.5

9

Du

ty to

notify

the R

egu

lato

ry A

uth

ority

of tra

nsfe

r und

er s

.58

GM

C, M

CC

S,

EY

C, F

DC

TL

Du

ty o

f appro

ved

pro

vid

er

s.6

8

Du

ty to

giv

e w

ritten

notic

e to

the R

egu

lato

ry A

uth

ority

with

in 2

da

ys o

f a

transfe

r takin

g p

lace

GM

C, M

CC

S,

EY

C

Du

ty o

f appro

ved

pro

vid

er

s.6

9

Du

ty to

giv

e w

ritten

notic

e to

pare

nts

of tra

nsfe

r of s

erv

ice

G

MC

, MC

CS

, E

YC

, FD

CT

L

Du

ty o

f appro

ved

who is

receiv

ing a

transfe

rred p

rovid

er

app

rova

l

s.7

1

Fun

ctio

n o

f receiv

ing a

sh

ow

ca

use

notic

e a

nd p

ow

er to

pro

vid

e a

writte

n

GM

C, M

CC

S,

Fun

ctio

n a

nd p

ow

er o

f ap

pro

ved

pro

vid

er



Instru

me

nt o

f Dele

gatio

n fro

m C

ouncil to

Me

mb

ers

of C

ouncil S

taff –

Child

ren’s

Serv

ices

Ma

y 2

022

Ch

ildre

n (E

du

catio

n a

nd

Care

Se

rvic

es

) Na

tion

al L

aw

(NS

W)

Pro

vis

ion

P

ow

er a

nd

Fu

nctio

ns

De

leg

ate

d

De

leg

ate

C

on

ditio

ns a

nd

Lim

itatio

ns

respo

nse

to p

rop

osed s

usp

en

sio

n

EY

C

s.7

4

Fun

ctio

n o

f receiv

ing w

ritten n

otic

e o

f decis

ion to

su

spe

nd

serv

ice

a

pp

rova

l G

MC

, MC

CS

, E

YC

F

un

ctio

n o

f appro

ved

pro

vid

er

s.7

8

Fun

ctio

n o

f receiv

ing a

sh

ow

ca

use

notic

e a

nd p

ow

er to

pro

vid

e w

ritten

respo

nse

to p

rop

osed c

an

cella

tion

G

MC

, MC

CS

, E

YC

F

un

ctio

n a

nd p

ow

er o

f ap

pro

ved

pro

vid

er

s.7

9(1

) F

un

ctio

n o

f receiv

ing n

otic

e o

f the R

egu

lato

ry A

uth

ority

's d

ecis

ion

GM

C, M

CC

S,

EY

C

Fun

ctio

n o

f appro

ved

pro

vid

er

s.8

1

Po

we

r to a

pp

ly fo

r co

nsen

t to tra

nsfe

r a s

erv

ice a

ppro

val th

at is

to b

e

ca

nce

lled

GM

C, M

CC

S,

EY

C

Po

we

r of a

pp

rove

d p

rovid

er

s.8

3

Du

ty to

com

ply

with

reque

st o

f Re

gu

lato

ry A

uth

ority

for c

onta

ct d

eta

ils o

f p

are

nts

G

MC

, MC

CS

, E

YC

, FD

CT

L

Du

ty o

f appro

ved

pro

vid

er

s.8

4

Du

ty to

com

ply

with

a d

irectio

n o

f Re

gu

lato

ry A

uth

ority

to g

ive w

ritten

notic

e o

f su

spe

nsio

n o

r ca

nce

llatio

n o

f se

rvic

e a

pp

rova

l G

MC

, MC

CS

, E

YC

, FD

CT

L

Du

ty o

f appro

ved

pro

vid

er

s.8

5(1

) P

ow

er to

app

ly to

Reg

ula

tory

Au

thority

for a

su

spe

nsio

n o

f se

rvic

e

app

rova

l G

MC

, MC

CS

P

ow

er o

f app

rove

d p

rovid

er

s.8

5(4

) D

uty

to n

otify

pare

nts

of in

ten

tion to

ma

ke a

pp

lica

tion fo

r su

spe

nsio

n o

f se

rvic

e a

ppro

val

GM

C, M

CC

S,

EY

C, F

DC

TL

Du

ty o

f appro

ved

pro

vid

er

s.8

5(6

) F

un

ctio

n o

f agre

ein

g w

ith R

eg

ula

tory

Au

thority

on

da

te o

f su

spe

nsio

n o

f se

rvic

e a

ppro

val

GM

C, M

CC

S

Fun

ctio

n o

f appro

ved

pro

vid

er

s.8

6(1

) P

ow

er to

su

rrend

er a

se

rvic

e a

pp

rova

l G

MC

, MC

CS

P

ow

er o

f app

rove

d p

rovid

er

s.8

6(3

) D

uty

to n

otify

pare

nts

of in

ten

tion to

su

rrend

er th

e s

erv

ice a

pp

rova

l G

MC

, MC

CS

, E

YC

, FD

CT

L

Du

ty o

f appro

ved

pro

vid

er

s.8

7(1

) P

ow

er to

app

ly to

the R

eg

ula

tory

Auth

ority

for w

aiv

er fro

m th

e

requ

irem

ent to

co

mp

ly w

ith e

lem

ents

of th

e N

atio

na

l Qu

ality

Sta

nd

ard

G

MC

, MC

CS

P

ow

er o

f app

rove

d p

rovid

er



Instru

me

nt o

f Dele

gatio

n fro

m C

ouncil to

Me

mb

ers

of C

ouncil S

taff –

Child

ren’s

Serv

ices

Ma

y 2

022

Ch

ildre

n (E

du

catio

n a

nd

Care

Se

rvic

es

) Na

tion

al L

aw

(NS

W)

Pro

vis

ion

P

ow

er a

nd

Fu

nctio

ns

De

leg

ate

d

De

leg

ate

C

on

ditio

ns a

nd

Lim

itatio

ns

and

na

tiona

l regu

latio

ns

s.9

2(2

) P

ow

er to

app

ly to

the R

eg

ula

tory

Auth

ority

for re

vo

catio

n o

f serv

ice

w

aiv

er

GM

C, M

CC

S

Po

we

r of a

pp

rove

d p

rovid

er

s.9

4

Po

we

r to a

pp

ly fo

r tem

pora

ry w

aiv

er fro

m th

e re

quire

me

nt to

com

ply

with

e

lem

en

ts o

f the N

atio

nal Q

uality

Sta

nd

ard

and

natio

na

l regu

latio

ns

GM

C, M

CC

S

Po

we

r of a

pp

rove

d

s.1

36

(1)

Fun

ctio

n o

f receiv

ing n

otic

e o

f the o

utc

om

e o

f the ra

ting

asse

ssm

ent

GM

C, M

CC

S,

EY

C, F

DC

TL

Fun

ctio

n o

f appro

ved

pro

vid

er

s.1

41

Po

we

r to re

qu

est th

e R

egu

lato

ry A

uth

ority

to re

vie

w ra

ting le

vels

G

MC

, MC

CS

, E

YC

P

ow

er o

f app

rove

d p

rovid

er

s.1

42

(4)

Po

we

r to a

gre

e to

exte

nsio

n o

f time

GM

C, M

CC

S,

EY

C

Po

we

r of a

pp

rove

d p

rovid

er

s.1

43

(2)

Fun

ctio

n o

f receiv

ing n

otic

e o

f the R

egu

lato

ry A

uth

ority

's d

ecis

ion

GM

C, M

CC

S,

EY

C, F

DC

TL

Fun

ctio

n o

f appro

ved

pro

vid

er

s.1

44

(2)

Po

we

r to a

pp

ly to

the N

atio

na

l Au

tho

rity fo

r a fu

rther re

vie

w o

f the ra

ting

levels

G

MC

, MC

CS

, E

YC

P

ow

er o

f app

rove

d p

rovid

er

s.1

51

(4)

Po

we

r to a

gre

e to

exte

nsio

n o

f time

GM

C, M

CC

S,

EY

C

Po

we

r of a

pp

rove

d p

rovid

er

s.1

51

(5)

Fun

ctio

n o

f receiv

ing n

otic

e o

f the R

egu

lato

ry A

uth

ority

's d

ecis

ion

GM

C, M

CC

S,

EY

C

Fun

ctio

n o

f appro

ved

pro

vid

er

s.1

52

(1)

Po

we

r to a

pp

ly to

the N

atio

na

l Au

tho

rity fo

r an a

pp

rove

d e

duca

tion

an

d

ca

re s

erv

ice

to b

e a

ssesse

d fo

r the h

ighe

st ra

ting le

vel

GM

C, M

CC

S,

EY

C

Po

we

r of a

pp

rove

d p

rovid

er

s.1

55

(3)

Po

we

r to a

gre

e to

exte

nsio

n o

f time

GM

C, M

CC

S,

EY

C

Po

we

r of a

pp

rove

d p

rovid

er

s.1

56

Fun

ctio

n o

f receiv

ing n

otic

e o

f the R

egu

lato

ry A

uth

ority

's d

ecis

ion

GM

C, M

CC

S,

Fun

ctio

n o

f appro

ved

pro

vid

er



Instru

me

nt o

f Dele

gatio

n fro

m C

ouncil to

Me

mb

ers

of C

ouncil S

taff –

Child

ren’s

Serv

ices

Ma

y 2

022

Ch

ildre

n (E

du

catio

n a

nd

Care

Se

rvic

es

) Na

tion

al L

aw

(NS

W)

Pro

vis

ion

P

ow

er a

nd

Fu

nctio

ns

De

leg

ate

d

De

leg

ate

C

on

ditio

ns a

nd

Lim

itatio

ns

EY

C

s.1

59

Po

we

r to re

ap

ply

for th

e a

wa

rd o

f the

hig

he

st ra

ting le

vel

GM

C, M

CC

S,

EY

C

Po

we

r of a

n a

ppro

ved p

rovid

er w

hic

h h

as b

ee

n a

wa

rde

d

the h

ighe

st ra

ting

leve

l

s.1

71

Du

ty to

com

ply

with

dire

ctio

n o

f Re

gu

lato

ry A

uth

ority

to e

xclu

de

inap

pro

pria

te p

ers

ons fro

m p

rem

ises

GM

C, M

CC

S,

EY

C, F

DC

TL

Du

ty o

f appro

ved

pro

vid

er

s.1

76

Du

ty to

com

ply

with

a c

om

plia

nce

dire

ctio

n o

f the R

egu

lato

ry A

uth

ority

G

MC

, MC

CS

, E

YC

, FD

CT

L

Du

ty o

f appro

ved

pro

vid

er

s.1

77

Du

ty to

com

ply

with

a c

om

plia

nce

no

tice g

ive

n b

y th

e R

egu

lato

ry

Au

tho

rity

GM

C, M

CC

S,

EY

C, F

DC

TL

Du

ty o

f appro

ved

pro

vid

er

s.1

78

Du

ty to

com

ply

with

a d

irectio

n g

ive

n b

y th

e R

egula

tory

Auth

ority

G

MC

, MC

CS

, E

YC

, FD

CT

L

Du

ty o

f appro

ved

pro

vid

er

s.1

79

Du

ty to

com

ply

with

a d

irectio

n g

ive

n b

y th

e R

egula

tory

Auth

ority

G

MC

, MC

CS

, E

YC

, FD

CT

L

Du

ty o

f appro

ved

pro

vid

er

s.1

82

Fun

ctio

n o

f receiv

ing a

pro

hib

ition n

otic

e

GM

C, M

CC

S,

EY

C

Fun

ctio

n o

f a p

ers

on in

vo

lve

d in

the p

rovis

ion o

f an

a

pp

rove

d e

duca

tion

an

d c

are

serv

ice

s.1

83

Fun

ctio

n o

f receiv

ing a

sh

ow

ca

use

notic

e a

nd p

ow

er to

pro

vid

e w

ritten

su

bm

issio

ns to

the R

egula

tory

Auth

ority

G

MC

, MC

CS

, E

YC

F

un

ctio

n o

f a p

ers

on in

vo

lve

d in

pro

vis

ion o

f an

app

rove

d e

duca

tion

an

d c

are

serv

ice

, inclu

din

g a

n

app

rove

d p

rovid

er

s.1

84

Fun

ctio

n o

f receiv

ing a

no

tice o

f decis

ion o

f Re

gula

tory

Auth

ority

G

MC

, MC

CS

, E

YC

, FD

CT

L

Fun

ctio

n o

f a p

ers

on in

vo

lve

d in

pro

vis

ion o

f an

app

rove

d e

duca

tion

an

d c

are

serv

ice

, inclu

din

g a

n

app

rove

d p

rovid

er

s.1

86

(1)

Fun

ctio

n o

f receiv

ing n

otic

e o

f ca

nce

llatio

n o

f pro

hib

ition n

otic

e

GM

C, M

CC

S,

EY

C, F

DC

TL

Fun

ctio

n o

f a p

ers

on in

vo

lve

d in

pro

vis

ion o

f an

app

rove

d e

duca

tion

an

d c

are

serv

ice

, inclu

din

g a

n

app

rove

d p

rovid

er

s.1

86

(2)

Po

we

r to a

pp

ly to

the R

eg

ula

tory

Auth

ority

to c

ance

l the p

rohib

ition

GM

C, M

CC

S,

Po

we

r of a

pers

on in

volv

ed in

pro

vis

ion o

f an a

ppro

ved



Instru

me

nt o

f Dele

gatio

n fro

m C

ouncil to

Me

mb

ers

of C

ouncil S

taff –

Child

ren’s

Serv

ices

Ma

y 2

022

Ch

ildre

n (E

du

catio

n a

nd

Care

Se

rvic

es

) Na

tion

al L

aw

(NS

W)

Pro

vis

ion

P

ow

er a

nd

Fu

nctio

ns

De

leg

ate

d

De

leg

ate

C

on

ditio

ns a

nd

Lim

itatio

ns

notic

e

EY

C, F

DC

TL

edu

catio

n a

nd c

are

serv

ice

, inclu

din

g a

n a

pp

roved

p

rovid

er

s.1

91

Po

we

r to a

pp

ly to

the R

eg

ula

tory

Auth

ority

for re

vie

w o

f decis

ion

GM

C, M

CC

S,

EY

C

Pe

rso

n w

ho is

the s

ubje

ct o

f a re

vie

wa

ble

de

cis

ion fo

r in

tern

al re

vie

w

s.1

93

Po

we

r to a

pp

ly to

rele

van

t co

urt o

r tribun

al

GM

C, M

CC

S

Po

we

r of a

pers

on w

ho is

the s

ubje

ct o

f a re

vie

wa

ble

d

ecis

ion fo

r exte

rna

l revie

w

s.2

06

Du

ty to

pro

vid

e a

uth

oris

ed

offic

er w

ith re

qu

este

d in

form

atio

n

GM

C, M

CC

S,

EY

C, F

DC

TL

Po

we

r of a

sp

ecifie

d p

ers

on, w

hic

h in

clu

de

s a

n a

ppro

ved

p

rovid

er

s.2

15

Du

ty to

pro

vid

e R

egu

lato

ry A

uth

ority

with

requ

este

d in

form

atio

n

GM

C, M

CC

S,

EY

C, F

DC

TL

Du

ty o

f a s

pecifie

d p

ers

on

, wh

ich

inclu

de

s a

n a

ppro

ved

p

rovid

er

s.2

16

Du

ty to

pro

vid

e R

egu

lato

ry A

uth

ority

with

requ

este

d in

form

atio

n

GM

C, M

CC

S,

EY

C, F

DC

TL

Du

ty o

f a s

pecifie

d p

ers

on

, wh

ich

inclu

de

s a

n a

ppro

ved

p

rovid

er

s.2

69

(1)

Du

ty to

ke

ep a

regis

ter o

f each fa

mily

day c

are

edu

cato

r and

any o

ther

pers

on e

ng

ag

ed to

ed

uca

te a

nd c

are

for a

ch

ild

GM

C, M

CC

S,

EY

C, F

DC

TL

Du

ty o

f an a

pp

rove

d p

rovid

er

s.2

69

(2)

Du

ty to

pro

vid

e in

form

atio

n o

n th

e re

gis

ter u

po

n re

qu

est

GM

C, M

CC

S,

EY

C, F

DC

TL

Du

ty o

f an a

pp

rove

d p

rovid

er

s.2

72

Po

we

r to re

qu

est th

e R

egu

lato

ry A

uth

ority

to d

isclo

se c

erta

in in

form

atio

n

GM

C, M

CC

S,

EY

C

Po

we

r of a

n a

ppro

ved p

rovid

er

Ch

ildre

n (E

du

catio

n a

nd

Care

Se

rvic

es

) Su

pp

lem

en

tary

Pro

vis

ion

s A

ct 2

01

1 (N

SW

)

Pro

vis

ion

P

ow

er a

nd

Fu

nctio

ns

De

leg

ate

d

De

leg

ate

C

on

ditio

ns a

nd

Lim

itatio

ns

s.1

0

Du

ty to

en

sure

that th

ere

is a

t least o

ne

nom

inate

d s

up

erv

isor

GM

C, M

CC

S, E

YC

, FD

CT

L

Du

ty o

f appro

ved

pro

vid

er

s.3

2

Du

ty to

pro

vid

e p

are

nts

with

acce

ss to

info

rmatio

n lis

ted in

s.3

2

GM

C, M

CC

S, E

YC

, FD

CT

L

Du

ty o

f appro

ved

pro

vid

er



Instru

me

nt o

f Dele

gatio

n fro

m C

ouncil to

Me

mb

ers

of C

ouncil S

taff –

Child

ren’s

Serv

ices

Ma

y 2

022

Ch

ildre

n (E

du

catio

n a

nd

Care

Se

rvic

es

) Su

pp

lem

en

tary

Pro

vis

ion

s A

ct 2

01

1 (N

SW

)

Pro

vis

ion

P

ow

er a

nd

Fu

nctio

ns

De

leg

ate

d

De

leg

ate

C

on

ditio

ns a

nd

Lim

itatio

ns

s.3

3-3

5

Du

ty to

com

ply

with

the c

ond

itions o

f se

rvic

e a

pp

roval

GM

C, M

CC

S, E

YC

, FD

CT

L

Du

ty o

f appro

ved

pro

vid

er

Ch

ildre

n (E

du

catio

n a

nd

Care

Se

rvic

es

) Su

pp

lem

en

tary

Pro

vis

ion

s R

eg

ula

tion

201

2 (N

SW

)

Pro

vis

ion

P

ow

er a

nd

Fu

nctio

ns

De

leg

ate

d

De

leg

ate

C

on

ditio

ns a

nd

Lim

itatio

ns

r.10

Du

ty to

ap

ply

to th

e R

egu

lato

ry A

uth

ority

for a

pp

roval o

f revis

ed v

enu

e

ma

na

ge

me

nt p

lan a

nd

am

end

me

nt p

lan a

nd

am

en

dm

ent to

the s

erv

ice

a

pp

rova

l

GM

C, M

CC

S,

EY

C

Du

ty o

f appro

ved

pro

vid

er

r.37

Du

ty to

en

sure

that th

e p

rem

ises o

f the s

erv

ice

com

ply

with

the p

lan fo

r th

ose

pre

mis

es

GM

C, M

CC

S,

EY

C, F

DC

TL

Du

ty o

f appro

ved

pro

vid

er o

f a m

obile

ed

ucatio

n a

nd

ca

re s

erv

ice

for w

hic

h th

ere

is a

ve

nu

e m

ana

ge

me

nt

pla

n

r.41(3

) D

uty

to e

nsure

that a

reco

rd is

ke

pt o

f any te

st o

f fire p

rote

ctio

n

equ

ipm

en

t G

MC

, MC

CS

, E

YC

, FD

CT

L

Du

ty o

f appro

ved

pro

vid

er

rr.45

-48

Du

ty to

com

ply

with

require

me

nts

of rr.4

5-4

8 w

ith re

spe

ct to

the p

rem

ises

of a

n e

du

catio

n a

nd

care

se

rvic

e

GM

C, M

CC

S,

EY

C, F

DC

TL

Du

ty o

f appro

ved

pro

vid

er

rr.40

-56

Du

ty to

com

ply

with

require

me

nts

of rr.4

9-5

6 w

ith re

spe

ct to

sta

ffing

arra

ng

em

ents

for e

du

catio

n a

nd

care

se

rvic

e

GM

C, M

CC

S,

EY

C, F

DC

TL

Du

ty o

f appro

ved

pro

vid

er

r.58(2

) P

ow

er to

agre

e to

appro

va

l to p

rovid

e th

e s

erv

ice to

more

ch

ildre

n th

an

the n

um

ber s

pecifie

d in

the s

erv

ice a

pp

rova

l G

MC

, MC

CS

, E

YC

, FD

CT

L

Po

we

r of a

pp

rove

d p

rovid

er

r.59(4

) d

uty

to a

dm

it a c

hild

who is

the s

ubje

ct o

f em

erg

en

cy c

hild

care

ap

pro

val

to th

e firs

t availa

ble

va

can

cy a

t the

serv

ice

GM

C, M

CC

S,

EY

C, F

DC

TL

Du

ty o

f appro

ved

pro

vid

er

r.60

duty

to c

om

ply

with

requ

irem

ents

of r.6

0 w

ith re

spe

ct to

gro

up

siz

es

GM

C, M

CC

S,

EY

C, F

DC

TL

Du

ty o

f appro

ved

pro

vid

er

r.61

duty

to c

om

ply

with

requ

irem

ents

of r.6

1 w

ith re

spe

ct to

the a

ttend

ance

of

sch

oo

l ch

ildre

n a

t the e

du

catio

n a

nd c

are

se

rvic

e

GM

C, M

CC

S,

EY

C, F

DC

TL

Du

ty o

f appro

ved

pro

vid

er



Instru

me

nt o

f Dele

gatio

n fro

m C

ouncil to

Me

mb

ers

of C

ouncil S

taff –

Child

ren’s

Serv

ices

Ma

y 2

022

Ch

ildre

n (E

du

catio

n a

nd

Care

Se

rvic

es

) Su

pp

lem

en

tary

Pro

vis

ion

s R

eg

ula

tion

201

2 (N

SW

)

Pro

vis

ion

P

ow

er a

nd

Fu

nctio

ns

De

leg

ate

d

De

leg

ate

C

on

ditio

ns a

nd

Lim

itatio

ns

rr.63

-71

duty

to c

om

ply

with

op

era

tion

al re

qu

irem

ents

co

nta

ined

in rr.6

3-7

1

GM

C, M

CC

S,

EY

C, F

DC

TL

Du

ty o

f appro

ved

pro

vid

er

rr.72

-75

duty

to c

om

ply

with

requ

irem

ents

of rr.7

2-7

5 w

ith re

spe

ct to

info

rmatio

n

and

acce

ss to

ch

ildre

n

GM

C, M

CC

S,

EY

C, F

DC

TL

Du

ty o

f appro

ved

pro

vid

er

rr.76

-79

duty

to c

om

ply

with

requ

irem

ents

of rr.7

6-7

9 w

ith re

spe

ct to

excurs

ions

GM

C, M

CC

S,

EY

C, F

DC

TL

Du

ty o

f appro

ved

pro

vid

er

rr.80

-83

duty

to c

om

ply

with

requ

irem

ents

of rr.8

0-8

3 w

ith re

spe

ct to

em

erg

en

cie

s

GM

C, M

CC

S,

EY

C, F

DC

TL

Du

ty o

f appro

ved

pro

vid

er

rr.85

-106

duty

to c

om

ply

with

adm

inis

trativ

e re

qu

irem

ents

co

nta

ined

in rr.8

5-1

06

GM

C, M

CC

S,

EY

C, F

DC

TL

Du

ty o

f appro

ved

pro

vid

er

r.101

duty

to g

ive th

e R

egu

lato

ry A

uth

ority

notic

e o

f certa

in c

ha

nge

s

GM

C, M

CC

S,

EY

C, F

DC

TL

Du

ty o

f appro

ved

pro

vid

er w

ho is

a p

ub

lic a

uth

ority

Ch

ildre

n's

Se

rvic

es

Act 1

99

6 (V

IC)

Pro

vis

ion

P

ow

er a

nd

Fu

nctio

ns

De

leg

ate

d

De

leg

ate

C

on

ditio

ns a

nd

Lim

itatio

ns

s.9

p

ow

er to

app

ly to

Se

cre

tary

for a

pp

rova

l of p

rem

ise

s a

nd

alte

ratio

ns to

p

rem

ise

s

GM

C, M

CC

S

s.1

5

pow

er to

app

ly fo

r lice

nce

to o

pe

rate

ch

ildre

n's

serv

ice

G

MC

, MC

CS

s.2

5G

fu

nctio

n o

f receiv

ing c

opy o

f lice

nce

G

MC

fu

nctio

n o

f a lic

ense

e

s.2

5I

functio

n o

f bein

g n

otifie

d b

y S

ecre

tary

G

MC

fu

nctio

n o

f a lic

ense

e

s.2

5K

p

ow

er to

app

ly fo

r app

rova

l of p

ers

ons to

co

ntro

l or m

ana

ge

the s

erv

ice

GM

C, M

CC

S

pow

er o

f a lic

ense

e

s.2

5N

p

ow

er to

app

ly to

Se

cre

tary

for re

ne

wa

l of lic

ence

GM

C, M

CC

S

pow

er o

f a lic

ense

e



Instru

me

nt o

f Dele

gatio

n fro

m C

ouncil to

Me

mb

ers

of C

ouncil S

taff –

Child

ren’s

Serv

ices

Ma

y 2

022

Ch

ildre

n's

Se

rvic

es

Act 1

99

6 (V

IC)

Pro

vis

ion

P

ow

er a

nd

Fu

nctio

ns

De

leg

ate

d

De

leg

ate

C

on

ditio

ns a

nd

Lim

itatio

ns

s.2

5P

(3)

pow

er to

app

ly to

Se

cre

tary

to v

ary

, revoke o

r imp

ose

a n

ew

co

nd

ition,

or to

vary

the tim

e p

erio

d o

f the lic

ence

G

MC

, MC

CS

p

ow

er o

f a lic

ense

e

s.2

5P

(5)

functio

n o

f receiv

ing v

arie

d lic

ence

G

MC

fu

nctio

n o

f a lic

ense

e

s.2

5S

p

ow

er to

app

ly fo

r vo

lunta

ry s

usp

en

sio

n o

f lice

nce

G

MC

, MC

CS

p

ow

er o

f a lic

ense

e

s.2

5T

p

ow

er to

app

ly fo

r ca

nce

llatio

n o

f lice

nce

GM

C, M

CC

S

pow

er o

f a lic

ense

e

s.2

5W

(2)(a

)(ii) p

ow

er to

desig

na

te in

writin

g a

pers

on a

s th

e p

rima

ry n

om

inee

GM

C, M

CC

S

Po

we

r of a

n a

ppro

ved p

rovid

er

Su

bje

ct to

s.2

5W

(2A

)

s.2

5W

A

duty

to g

ive w

ritten n

otic

e to

the S

ecre

tary

if the a

pp

rove

d p

rovid

er

wis

hers

to c

han

ge th

e p

rima

ry n

om

inee

for a

n a

ppro

ved

asso

cia

ted

ch

ildre

n’s

se

rvic

e

GM

C, M

CC

S

Du

ty o

f an a

pp

rove

d p

rovid

er o

f an a

pp

rove

d

associa

ted

ch

ildre

n's

se

rvic

e

s.2

5X

(1)

pow

er to

app

ly to

the S

ecre

tary

for a

pp

rova

l of n

ew

nom

inee

s a

nd

prim

ary

nom

inee

s

GM

C, M

CC

S,

EY

C

Po

we

r of a

n a

ppro

ved p

rovid

er

s.2

5X

(3)

functio

n o

f receiv

ing n

otic

e fro

m th

e S

ecre

tary

reg

ard

ing a

pp

rove

d

nom

inee

s

GM

C, M

CC

S,

EY

C

Fun

ctio

n o

f an a

pp

rove

d p

rovid

er

s.2

5Z

fu

nctio

n o

f receiv

ing n

otic

e o

f decis

ion fro

m S

ecre

tary

G

MC

, MC

CS

F

un

ctio

n o

f an a

pp

rove

d p

rovid

er

s.2

5Z

A

pow

er to

app

ly to

the S

ecre

tary

for s

uspe

nsio

n o

f se

rvic

e a

pp

rova

l G

MC

, MC

CS

P

ow

er o

f an a

ppro

ved p

rovid

er

s.2

5Z

B

pow

er to

requ

est c

ance

llatio

n o

f se

rvic

e a

ppro

val

GM

C, M

CC

S

Po

we

r of a

n a

ppro

ved p

rovid

er

ss.2

6 - 3

4A

d

uty

to c

om

ply

with

the o

blig

atio

ns im

pose

d o

n p

roprie

tors

and lic

ense

es

und

er p

t 4 o

f the A

ct w

ith re

spe

ct to

ope

ratio

n o

f ch

ildre

n's

serv

ice

s

GM

C, M

CC

S,

EY

C

dutie

s o

f a p

roprie

tor, a

lice

nse

e a

nd a

n a

ppro

ved

pro

vid

er o

f an

ap

pro

ved

associa

ted

ch

ildre

n's

se

rvic

e

s.3

6(3

) p

ow

er to

co

nse

nt (o

r to w

ithho

ld c

on

se

nt) to

auth

oris

ed

offic

er e

nte

ring

pre

mis

es

PC

D, G

MC

, M

CC

S, E

YC

p

ow

er o

f an o

ccup

ier

s.3

6A

fu

nctio

n o

f pro

vid

ing in

form

atio

n s

oug

ht b

y A

uth

oris

ed O

ffice

r P

CD

, GM

C,

functio

n o

f a lic

ense

e, s

taff m

em

ber o

r nom

inee



Instru

me

nt o

f Dele

gatio

n fro

m C

ouncil to

Me

mb

ers

of C

ouncil S

taff –

Child

ren’s

Serv

ices

Ma

y 2

022

Ch

ildre

n's

Se

rvic

es

Act 1

99

6 (V

IC)

Pro

vis

ion

P

ow

er a

nd

Fu

nctio

ns

De

leg

ate

d

De

leg

ate

C

on

ditio

ns a

nd

Lim

itatio

ns

MC

CS

, EY

C

ss.4

2A

&

43A

A

functio

n o

f respo

nd

ing to

, or ta

kin

g s

teps re

qu

ired b

y, th

e S

ecre

tary

G

MC

, MC

CS

, E

YC

fu

nctio

n o

f a lic

ense

e, a

pro

prie

tor a

nd a

n a

pp

rove

d

pro

vid

er o

f an

ap

pro

ved

associa

ted

ch

ildre

n's

se

rvic

e

s.4

3A

D

uty

to c

om

ply

with

the d

irectio

n o

f the S

ecre

tary

G

MC

, MC

CS

fu

nctio

n o

f a p

roprie

tor

s.4

5A

F

un

ctio

n o

f receiv

ing n

otic

e o

f Se

cre

tary

's in

ten

tion

to c

ance

l the s

erv

ice

a

pp

rova

l and fu

nctio

n o

f ma

kin

g s

ubm

issio

ns to

Se

cre

tary

G

MC

, MC

CS

F

un

ctio

n o

f an a

pp

rove

d p

rovid

er

s.5

3B

F

un

ctio

n o

f receiv

ing n

otic

e o

f Se

cre

tary

's in

ten

tion

to p

ub

lish

in

form

atio

n

GM

C, M

CC

S,

EY

C

functio

n o

f a lic

ense

e a

nd

an

appro

ved

pro

vid

er

s.5

3C

F

un

ctio

n o

f receiv

ing in

form

atio

n fro

m th

e S

ecre

tary

in re

latio

n to

a

ch

ildre

n's

serv

ice

GM

C, M

CC

S,

EY

C

s.5

4A

p

ow

er to

app

ly fo

r inte

rna

l revie

w b

y th

e S

ecre

tary

G

MC

, MC

CS

p

ow

er o

f a lic

ense

e a

nd

an a

pp

rove

d p

rovid

er o

f an

app

rove

d a

sso

cia

ted c

hild

ren

's s

erv

ice

s.5

5

pow

er to

app

ly to

VC

AT

G

MC

S,

MC

CS

p

ow

er o

f a p

ers

on a

gg

rieve

d

Ch

ildre

n's

Se

rvic

es

Reg

ula

tion

s 2

00

9 (V

IC)

Pro

vis

ion

P

ow

er a

nd

Fu

nctio

ns

De

leg

ate

d

De

leg

ate

C

on

ditio

ns a

nd

Lim

itatio

ns

r.24C

fu

nctio

n o

f ensu

ring

that a

requ

est to

ca

nce

l a s

erv

ice

ap

pro

va

l und

er

se

ctio

n 2

5Z

B o

f the A

ct is

accom

pan

ied b

y in

form

atio

n in

Pa

rt 14 o

f S

ch

ed

ule

1 o

f the

regu

latio

ns

GM

C, M

CC

S,

EY

C

Fun

ctio

n o

f appro

ved

pro

vid

er o

f an a

pp

rove

d

associa

ted

ch

ildre

n's

se

rvic

e

r.28

duty

to e

nsu

re th

at re

cord

s k

ep

t are

accura

te

PC

D, G

MC

, M

CC

S, E

YC

D

uty

of p

roprie

tor

r.29

duty

to e

nsu

re a

ttend

an

ce

record

is k

ept in

accord

an

ce w

ith r.2

9

PC

D, G

MC

, M

CC

S, E

YC

D

uty

of p

roprie

tor



Instru

me

nt o

f Dele

gatio

n fro

m C

ouncil to

Me

mb

ers

of C

ouncil S

taff –

Child

ren’s

Serv

ices

Ma

y 2

022

Ch

ildre

n's

Se

rvic

es

Reg

ula

tion

s 2

00

9 (V

IC)

Pro

vis

ion

P

ow

er a

nd

Fu

nctio

ns

De

leg

ate

d

De

leg

ate

C

on

ditio

ns a

nd

Lim

itatio

ns

rr.31

& 3

5

duty

to e

nsu

re th

at a

n e

nro

lme

nt re

co

rds a

re k

ept in

acco

rdan

ce w

ith

div

isio

n 3

of P

art3

P

CD

, GM

C,

MC

CS

, EY

C

Du

ty o

f pro

prie

tor

rr.36

& 3

7

duty

to e

nsu

re th

at m

edic

atio

n, a

ccid

en

t, inju

ry, tra

um

a a

nd illn

ess

record

s a

re k

ept in

acco

rdan

ce w

ith d

ivis

ion 4

of P

art 3

P

CD

, GM

C,

MC

CS

, EY

C

Du

ty o

f pro

prie

tor

r.38

duty

to e

nsu

re th

at s

taff re

cord

is k

ept in

accord

ance

with

r.38

PC

D, G

MC

, M

CC

S, E

YC

D

uty

of p

roprie

tor

rr.40

- 44

duty

to e

nsu

re th

at re

qu

irem

en

ts a

s to

pro

vis

ion a

nd d

isp

lay o

f in

form

atio

n in

div

isio

n 1

of P

art 4

are

com

plie

d w

ith

PC

D, G

MC

, M

CC

S, E

YC

D

uty

of p

roprie

tor

rr.50

- 52A

d

uty

to e

nsu

re th

at a

min

imu

m s

taff a

nd

teach

ing h

ou

r requ

irem

ents

in

div

isio

n 1

of P

art 5

are

me

t P

CD

, GM

C,

MC

CS

, EY

C

Du

ty o

f pro

prie

tor

rr.60

, 63, 6

5,

67, 6

8

duty

to e

nsu

re th

at q

ua

lified a

nd

train

ing re

qu

irem

ents

for s

taff in

div

isio

n

3 o

f Pa

rt 5 a

re c

om

plie

d w

ith

PC

D, G

MC

, M

CC

S, E

YC

D

uty

of p

roprie

tor

r.70

duty

to re

ad

cu

rrent a

ssessm

ent n

otic

e a

nd v

olu

nte

er a

ssessm

ent n

otic

e

(and

duty

to e

nsu

re r.7

0 is

com

plie

d w

ith)

PC

D, G

MC

, M

CC

S, E

YC

D

uty

of lic

ense

e a

nd p

rima

ry n

om

inee

r.70A

d

uty

to re

ad

, or e

nsure

that n

om

inee

ha

s re

ad, a

sse

ssm

ent n

otic

e b

efo

re

pers

on b

eco

me

s e

mp

loyee

or v

olu

nte

er

PC

D, G

MC

, M

CC

S, E

YC

D

uty

of a

ppro

ved

pro

vid

er o

f an a

pp

rove

d a

ssocia

ted

ch

ildre

n's

serv

ice

rr.71

- 74

duty

to e

nsu

re th

at th

e re

quire

me

nts

in re

latio

n to

access to

an

d re

mo

val

of c

hild

ren fro

m th

e p

rem

ise

s in

div

isio

n 1

of P

art 6

are

co

mp

lied w

ith

PC

D, G

MC

, M

CC

S, E

YC

D

uty

of p

roprie

tor

rr.76

& 7

7

duty

to e

nsu

re th

at s

afe

ty re

qu

irem

ents

in d

ivis

ion 2

of P

art 6

are

co

mp

lied w

ith

PC

D, G

MC

, M

CC

S, E

YC

D

uty

of p

roprie

tor

rr.78

- 82

duty

to e

nsu

re th

at p

ers

on

al h

ygie

ne

, food

an

d b

eve

rag

e a

nd s

mo

ke

-free

requ

irem

ents

in d

ivis

ion 3

of P

art 6

are

co

mp

lied w

ith

PC

D, G

MC

, M

CC

S, E

YC

D

uty

of p

roprie

tor

rr.84

, 86, 8

8

& 8

9

duty

to e

nsu

re th

at firs

t aid

an

d illn

ess re

qu

irem

ents

in d

ivis

ion 5

of P

art 6

a

re c

om

plie

d w

ith

PC

D, G

MC

, M

CC

S, E

YC

D

uty

of p

roprie

tor



Instru

me

nt o

f Dele

gatio

n fro

m C

ouncil to

Me

mb

ers

of C

ouncil S

taff –

Child

ren’s

Serv

ices

Ma

y 2

022

Ch

ildre

n's

Se

rvic

es

Reg

ula

tion

s 2

00

9 (V

IC)

Pro

vis

ion

P

ow

er a

nd

Fu

nctio

ns

De

leg

ate

d

De

leg

ate

C

on

ditio

ns a

nd

Lim

itatio

ns

r.91

duty

to n

otify

pare

nt o

f se

riou

s in

cid

en

t P

CD

, GM

C,

MC

CS

, EY

C

Du

ty o

f pro

prie

tor

r.93

duty

to e

nsu

re th

at e

ach c

hild

ha

s a

ccess to

furn

iture

, mate

rials

and

deve

lopm

enta

lly a

ppro

pria

te e

qu

ipm

ent

PC

D, G

MC

, M

CC

S, E

YC

D

uty

of p

roprie

tor

rr.95

- 100

duty

to e

nsu

re th

at ro

om

s a

nd

spa

ce re

qu

irem

ents

in d

ivis

ion 3

of P

art 7

a

re c

om

plie

d w

ith

PC

D, G

MC

, M

CC

S, E

YC

D

uty

of lic

ense

e a

nd a

ppro

ved

pro

vid

er o

f an

app

rove

d a

sso

cia

ted c

hild

ren

's s

erv

ice

rr.10

1 - 1

04

duty

to e

nsu

re th

at to

iletin

g, re

st a

nd

food p

rep

ara

tion

facilitie

s

requ

irem

ents

in d

ivis

ion 4

of P

art 7

are

co

mp

lied w

ith

PC

D, G

MC

, M

CC

S, E

YC

D

uty

of lic

ense

e a

nd a

ppro

ved

pro

vid

er o

f an

app

rove

d a

sso

cia

ted c

hild

ren

's s

erv

ice

r.105(1

) d

uty

to d

ea

l with

an

d re

sp

on

d to

com

pla

ints

P

CD

, GM

C,

MC

CS

, EY

C

Du

ty o

f pro

prie

tor

r.105(2

) d

uty

to n

otify

Se

cre

tary

of c

om

pla

ints

P

CD

, GM

C,

MC

CS

, EY

C

Du

ty o

f pro

prie

tor

r.106

duty

to e

nsu

re th

at th

e C

hild

ren

's S

erv

ice

s A

ct 1

99

6 a

nd

Reg

ula

tion

s a

re

availa

ble

at th

e p

rem

ise

s o

f the c

hild

ren

's s

erv

ice

P

CD

, GM

C,

MC

CS

, EY

C

Du

ty o

f pro

prie

tor

s.3

3(1

)(b)

functio

n o

f receiv

ing n

otic

e o

f decis

ion o

f Re

gu

lato

ry A

uth

ority

G

MC

, MC

CS

F

un

ctio

n o

f an a

pp

rove

d p

rovid

er

s.3

5(2

) d

uty

to c

om

ply

with

reque

st fo

r info

rmatio

n, if a

sh

ow

ca

use

notic

e h

as

bee

n g

ive

n

GM

C, M

CC

S,

EY

C

Du

ty o

f an a

pp

rove

d p

rovid

er

s.3

6(2

) d

uty

to g

ive w

ritten n

otic

e o

f the s

uspe

nsio

n o

r ca

nce

llatio

n a

nd

its e

ffect

to th

e p

are

nts

of c

hild

ren e

nro

lled a

t all o

r any o

f the e

du

catio

n a

nd

care

se

rvic

es o

pera

ted

by C

ou

ncil

GM

C, M

CC

S

Du

ty o

f an a

pp

rove

d p

rovid

er

If requ

ired b

y R

egu

lato

ry A

uth

ority

s.3

6(3

) d

uty

to c

om

ply

with

reque

st to

giv

e w

ritten n

otic

e o

f su

spen

sio

n o

r ca

nce

llatio

n

GM

C, M

CC

S,

EY

C

Du

ty o

f an a

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rovid

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) p

ow

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app

ly to

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egu

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uth

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for s

usp

en

sio

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rovid

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app

rova

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, MC

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ppro

ved p

rovid

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leg

ate

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leg

ate

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on

ditio

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nd

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itatio

ns

s.3

7(3

) d

uty

to n

otify

pare

nts

of in

ten

tion to

ma

ke a

pp

lica

tion fo

r su

spe

nsio

n o

f p

rovid

er a

ppro

val

GM

C, M

CC

S,

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Du

ty o

f an a

pp

rove

d p

rovid

er

s.3

7(5

) fu

nctio

n o

f receiv

ing n

otic

e o

f Re

gu

lato

ry A

uth

ority

's d

ecis

ion

G

MC

, MC

CS

F

un

ctio

n o

f an a

pp

rove

d p

rovid

er

s.3

7(6

) fu

nctio

n o

f agre

ein

g w

ith th

e R

egu

lato

ry A

uth

ority

on a

date

for

su

spe

nsio

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take

effe

ct

GM

C, M

CC

S

Fun

ctio

n o

f an a

pp

rove

d p

rovid

er

s.3

7(8

) p

ow

er to

app

ly to

revoke s

uspe

nsio

n b

efo

re e

nd o

f su

spen

sio

n p

erio

d

GM

C, M

CC

S

Po

we

r of a

n a

ppro

ved p

rovid

er

s.3

8(1

) p

ow

er to

surre

nd

er p

rovid

er a

ppro

val

GM

C, M

CC

S

Po

we

r of a

n a

ppro

ved p

rovid

er

s.3

8(3

) d

uty

to n

otify

pare

nt o

f inte

ntio

n to

su

rrend

er p

rovid

er a

ppro

val

GM

C, M

CC

S,

EY

C

Du

ty o

f an a

pp

rove

d p

rovid

er

s.4

3

pow

er to

app

ly fo

r a s

erv

ice

app

rova

l for a

n e

du

ca

tion

an

d c

are

se

rvic

e

GM

C, M

CC

S

Po

we

r of a

n a

ppro

ved p

rovid

er

s.5

1

duty

to c

om

ply

with

co

nditio

n o

f se

rvic

e a

pp

rova

l to h

old

pre

scrib

ed

in

sura

nce

GM

C, M

CC

S,

EY

C

Du

ty o

f an a

pp

rove

d p

rovid

er

s.5

2

functio

n o

f receiv

ing a

cop

y o

f the s

erv

ice

ap

pro

va

l G

MC

, MC

CS

, E

YC

F

un

ctio

n o

f appro

ved

pro

vid

er

s.5

4(1

) p

ow

er to

app

ly fo

r am

end

me

nt o

f se

rvic

e a

ppro

va

l and

functio

n o

f re

ceiv

ing n

otic

e o

f decis

ion

G

MC

, MC

CS

P

ow

er a

nd

functio

n o

f app

rove

d p

rovid

er

s.5

4(9

) fu

nctio

n o

f receiv

ing n

otic

e o

f the R

egu

lato

ry A

uth

ority

's d

ecis

ion

GM

C, M

CC

S,

EY

C

Fun

ctio

n o

f appro

ved

pro

vid

er

s.5

5(3

) fu

nctio

n o

f receiv

ing n

otic

e o

f the a

me

nd

me

nt

GM

C, M

CC

S,

EY

C

Fun

ctio

n o

f appro

ved

pro

vid

er

s.5

6

duty

to g

ive w

ritten n

otic

e to

the R

egu

lato

ry A

uth

ority

of w

ish to

ch

an

ge

n

om

inate

d s

upe

rvis

or

GM

C, M

CC

S

Du

ty o

f appro

ved

pro

vid

er

s.5

7

functio

n o

f receiv

ing a

men

de

d c

opy o

f se

rvic

e a

ppro

val

GM

C, M

CC

S,

Fun

ctio

n o

f appro

ved

pro

vid

er



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me

nt o

f Dele

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n fro

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ouncil to

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ers

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ns

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leg

ate

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leg

ate

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on

ditio

ns a

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itatio

ns

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C

s.5

8

pow

er to

transfe

r the s

erv

ice

ap

pro

va

l to a

no

ther a

pp

rove

d p

rovid

er

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C

Po

we

r of a

pp

rove

d p

rovid

er

s.5

9

duty

to n

otify

the R

egu

lato

ry A

uth

ority

of tra

nsfe

r und

er s

.58

G

MC

, MC

CS

D

uty

of a

ppro

ved

pro

vid

er

s.6

2

functio

n o

f receiv

ing n

otic

e o

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egu

lato

ry A

uth

ority

's d

ecis

ion to

in

terv

ene

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CC

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Fun

ctio

n o

f appro

ved

pro

vid

er

s.6

8

duty

to g

ive w

ritten n

otic

e to

the R

egu

lato

ry A

uth

ority

with

in 2

da

ys o

f a

transfe

r takin

g p

lace

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CC

S

Du

ty o

f appro

ved

pro

vid

er

s.6

9

duty

to g

ive w

ritten n

otic

e to

pare

nts

of tra

nsfe

r of s

erv

ice

G

MC

, MC

CS

, E

YC

D

uty

of a

ppro

ved

pro

vid

er w

ho is

receiv

ing a

tra

nsfe

rred p

rovid

er a

pp

roval

s.7

1

functio

n o

f receiv

ing a

sho

w c

ause

notic

e a

nd p

ow

er to

pro

vid

e a

writte

n

respo

nse

to p

rop

osed s

usp

en

sio

n

GM

C, M

CC

S

Fun

ctio

n a

nd p

ow

er o

f ap

pro

ved

pro

vid

er

s.7

4

functio

n o

f receiv

ing w

ritten n

otic

e o

f decis

ion to

su

spe

nd

se

rvic

e

app

rova

l G

MC

, MC

CS

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un

ctio

n o

f appro

ved

pro

vid

er

rr.15

8-1

62

duty

to k

eep

atte

nd

an

ce, im

mu

nis

atio

n a

nd e

nro

lme

nt re

cord

s in

a

ccord

an

ce w

ith rr.1

58

-16

2

GM

C, M

CC

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KE

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YC

, F

DC

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ty o

f ap

pro

ved

pro

vid

er

s.7

8

functio

n o

f receiv

ing a

sho

w c

ause

notic

e a

nd p

ow

er to

pro

vid

e a

writte

n

respo

nse

to p

rop

osed c

an

cella

tion

G

MC

, MC

CS

F

un

ctio

n a

nd p

ow

er o

f ap

pro

ved

pro

vid

er

s.7

9(1

) fu

nctio

n o

f receiv

ing n

otic

e o

f the R

egu

lato

ry A

uth

ority

's d

ecis

ion

GM

C, M

CC

S

Fun

ctio

n o

f appro

ved

pro

vid

er

s.8

1

pow

er to

app

ly fo

r co

nsen

t to tra

nsfe

r a s

erv

ice a

ppro

ved

that is

to b

e

ca

nce

lled

GM

C, M

CC

S

Po

we

r of a

pp

rove

d p

rovid

er

s.8

3

duty

to c

om

ply

with

reque

st o

f Re

gu

lato

ry A

uth

ority

for c

onta

ct d

eta

ils o

f p

are

nts

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, GM

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, EY

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FD

CT

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ty o

f appro

ved

pro

vid

er



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me

nt o

f Dele

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ouncil to

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mb

ers

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y 2

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nd

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nctio

ns

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leg

ate

d

De

leg

ate

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on

ditio

ns a

nd

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itatio

ns

s.8

4

duty

to c

om

ply

with

reque

st o

f Re

gu

lato

ry A

uth

ority

for c

onta

ct d

eta

ils o

f p

are

nts

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CD

, GM

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MC

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, EY

C,

FD

CT

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Du

ty o

f appro

ved

pro

vid

er

s.8

5(1

) d

uty

to c

om

ply

with

a d

irectio

n o

f Re

gu

lato

ry A

uth

ority

to g

ive w

ritten

notic

e o

f su

spe

nsio

n o

r ca

nce

llatio

n o

f se

rvic

e a

pp

rova

l G

MC

, MC

CS

D

uty

of a

ppro

ved

pro

vid

er

s.8

5(4

) p

ow

er to

app

ly to

Reg

ula

tory

Au

thority

for a

su

spen

sio

n o

f se

rvic

e

app

rova

l G

MC

, MC

CS

P

ow

er o

f app

rove

d p

rovid

er

s.8

5(6

) d

uty

to n

otify

pare

nts

of in

ten

tion to

ma

ke a

pp

lica

tion fo

r su

spe

nsio

n o

f se

rvic

e a

ppro

val

PC

D, G

MC

, M

CC

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YC

, F

DC

TL

Du

ty o

f appro

ved

pro

vid

er

s.8

6(1

) fu

nctio

n o

f agre

ein

g w

ith R

egu

lato

ry A

uth

ority

on d

ate

of s

usp

en

sio

n o

f se

rvic

e a

ppro

va

l G

MC

, MC

CS

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un

ctio

n o

f appro

ved

pro

vid

er

s.8

6(3

) p

ow

er to

surre

nd

er a

se

rvic

e a

pp

rova

l G

MC

, MC

CS

P

ow

er o

f app

rove

d p

rovid

er

s.8

7(1

) p

ow

er to

app

ly to

the R

egu

lato

ry A

uth

ority

for w

aiv

er fro

m th

e

requ

irem

ent to

co

mp

ly w

ith e

lem

ent o

f the N

atio

na

l Qu

ality

Sta

nd

ard

and

natio

na

l regu

latio

ns

GM

C, M

CC

S

Po

we

r of a

pp

rove

d p

rovid

er

s.9

2(2

) p

ow

er to

app

ly to

the R

egu

lato

ry A

uth

ority

for re

vo

catio

n o

f serv

ice

w

aiv

er

GM

C, M

CC

S

Po

we

r to a

pp

rove

d p

rovid

er

s.9

4

pow

er to

app

ly fo

r tem

pora

ry w

aiv

er fro

m th

e re

quire

me

nt to

com

ply

with

e

lem

en

ts o

f the N

atio

nal Q

uality

Sta

nd

ard

and

natio

na

l regu

latio

ns

GM

C, M

CC

S

Po

we

r of a

pp

rove

d p

rovid

er

s.1

36

(1)

functio

n o

f receiv

ing n

otic

e o

f the o

utc

om

e o

f the ra

ting

asse

ssm

ent

PC

D, G

MC

, M

CC

S, E

YC

, F

DC

TL

Functio

n o

f appro

ved

pro

vid

er

s.1

37

(2)

functio

n o

f receiv

ing n

otic

e fro

m th

e R

egu

lato

ry A

uth

ority

P

CD

, GM

C,

MC

CS

, EY

C,

FD

CT

L

Fun

ctio

n o

f appro

ved

pro

vid

er



Instru

me

nt o

f Dele

gatio

n fro

m C

ouncil to

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mb

ers

of C

ouncil S

taff –

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ices

Ma

y 2

022

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ildre

n's

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rvic

es

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ula

tion

s 2

00

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IC)

Pro

vis

ion

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ow

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nd

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nctio

ns

De

leg

ate

d

De

leg

ate

C

on

ditio

ns a

nd

Lim

itatio

ns

s.1

39

pow

er to

app

ly to

the R

egu

lato

ry A

uth

ority

for re

-assessm

ent a

nd

re-

ratin

g o

n a

n a

ppro

ved e

du

catio

n a

nd c

are

se

rvic

e

GM

C, M

CC

S,

EY

C

Po

we

r of a

pp

rove

d p

rovid

er

s.1

41

pow

er to

requ

est th

e R

eg

ula

tory

Auth

ority

to re

vie

w ra

ting le

vels

G

MC

, MC

CS

, E

YC

P

ow

er o

f app

rove

d p

rovid

er

s.1

42

(4)

pow

er to

agre

e to

exte

nsio

n o

f time

GM

C, M

CC

S,

EY

C

Po

we

r of a

pp

rove

d p

rovid

er

s.1

43

(2)

functio

n o

f receiv

ing n

otic

e o

f the R

egu

lato

ry A

uth

ority

's d

ecis

ion

GM

C, M

CC

S,

EY

C

Fun

ctio

n o

f appro

ved

pro

vid

er

s.1

44

(2)

pow

er to

app

ly to

the N

atio

na

l Au

tho

rity fo

r a fu

rthe

r revie

w o

f the ra

ting

levels

G

MC

, MC

CS

, E

YC

P

ow

er o

f app

rove

d p

rovid

er

s.1

51

(4)

pow

er to

agre

e to

exte

nsio

n o

f time

GM

C, M

CC

S,

EY

C

Po

we

r of a

pp

rove

d p

rovid

er

s.1

51

(5)

functio

n o

f receiv

ing n

otic

e o

f the R

egu

lato

ry A

uth

ority

's d

ecis

ion

GM

C, M

CC

S,

EY

C

Fun

ctio

n o

f appro

ved

pro

vid

er

s.1

52

(1)

pow

er to

app

ly to

the N

atio

na

l Au

tho

rity fo

r an a

ppro

ved

ed

uca

tion

an

d

ca

re s

erv

ice

to b

e a

ssesse

d fo

r the h

ighe

st ra

ting le

vel

GM

C, M

CC

S,

EY

C

Po

we

r of a

pp

rove

d p

rovid

er

s.1

55

(3)

pow

er to

agre

e to

exte

nsio

n o

f time

GM

C, M

CC

S,

EY

C

Po

we

r of a

pp

rove

d p

rovid

er

s.1

56

functio

n o

f receiv

ing n

otic

e o

f the R

egu

lato

ry A

uth

ority

's d

ecis

ion

GM

C, M

CC

S,

EY

C

Fun

ctio

n o

f appro

ved

pro

vid

er

s.1

59

pow

er to

reap

ply

for th

e a

wa

rd o

f the

hig

he

st ra

ting le

vel

PC

D, G

MC

, M

CC

S, E

YC

, F

DC

TL

Po

we

r of a

n a

ppro

ved p

rovid

er w

hic

h h

as b

ee

n

aw

ard

ed

toe

hig

he

st ra

ting le

vel

s.1

71

duty

to c

om

ply

with

dire

ctio

n o

f Re

gu

lato

ry A

uth

ority

to e

xclu

de

inap

pro

pria

te p

ers

ons fro

m p

rem

ises

PC

D, G

MC

, M

CC

S, E

YC

, D

uty

of a

ppro

ved

pro

vid

er


Page 319

14.14 ADOPTION OF ASSET PLAN 2022-2031

File Number: C-18207 08/01/03 Officer: Acting General Manager Development 1. Summary

The purpose of this report is to present the Asset Plan 2022-2031 for adoption.

2. Recommendation

That Council adopts the Asset Plan 2022-2031 as presented.

3. Background

To satisfy the requirements of section 92 of the Local Government Act 2020 (the Act), councils must have in place a 10-year Asset Plan by 30 June 2022. It must include information about maintenance, renewal, acquisition, expansion, upgrade, disposal, and decommissioning of each class of infrastructure under its control. The Asset Plan must be developed in line with our Community Engagement Policy CP020 for the first iteration as per s92 (6) of the Act. Thereafter, the Asset Plan must be developed in accordance with deliberative engagement practices as per s92 (4) of the Act.

4. Consultation Proposed/Undertaken Community values and priorities relating to assets which informed the development of the Asset Plan 2022-2031 were gathered through extensive community engagement activities during the development of the Community Vision 2021 – 2040 and Council Plan 2021 – 2025. The draft Asset Plan 2022-2031 was circulated for feedback to the Strategic Management Team, Coordinators, Team Leaders, and other relevant staff, with resulting actions communicated. Following the internal review, the draft Asset Plan 2022-2031 was made publicly available for two weeks, along with the opportunity for the community to provide feedback and input. The exhibition was advertised in the local newspapers and supported by a media release. No public submissions were received.

5. Discussion The Asset Plan 2022-2031 (Asset Plan) provides a strategic and financial view of how Council proposes to manage the assets that it owns and controls. It is intended to be a community focused document providing high level insight into how Council intends on managing its infrastructure assets now and into the future. It is different from an Asset Management Plan, which provides a more technical insight for each asset portfolio.


Page 320

The Asset Plan is structured on the following:

• Our Community’s Vision Community assets contribute to the realisation of the Community’s Vision. The Asset Plan addresses four outcomes covering the themes Environment, Place and Leadership.

• Asset Plan Summary A dashboard summary of asset details highlighting the State of the Assets and Financial Sustainability.

• Asset Planning Identifies what an asset is in the context of the Asset Plan, what asset management is, and the role of Council. Council’s Integrated Strategic Planning and Reporting Framework is outlined including the alignment with the Asset Management Framework, with details of Council’s Asset Management Strategy 2020 featured. Council’s management of the asset lifecycle is also detailed with a summary for each activity.

• Our Assets The State of the Assets covers the four asset portfolios in the Asset Plan:

o Roads and Footpaths

o Buildings and Facilities

o Stormwater Drainage

o Public Open Space

The types of assets, value, condition, financial sustainability, and reflections are summarised for each portfolio.

• Financial Sustainability Spending categories on assets are defined and 10-year financial projections are provided against these categories. The total expected spend over the 10-year planning period is also summarised for each asset portfolio. Analysis on expected renewal spend requirements compared with the funding available is presented, which allows Council to monitor how existing assets are managed and whether changes in approach need to be considered to achieve financial sustainability.

• Our Challenges and Opportunities Challenges such as affordability, rate capping, ageing infrastructure, climate change and an unstable global economy are addressed in relation to assets, along with opportunities to proactively navigate these challenges.

• Our Improvements and Monitoring


Page 321

Details how the Asset Plan will be monitored and reviewed, and an improvement plan addressing the following outcomes:

o Better community engagement in relation to asset management

o Integrated strategic planning and reporting across Council enabling

more informed decision making

o Accountable and financially sustainable asset management.

6. Time Frame

The 10-year Asset Plan must be adopted by Council by 30 June 2022, to satisfy the requirements of section 92 of the Local Government Act 2020.

7. Strategic Plan Links This report relates to the Council Plan 2021-2025 in the Strategic Direction: Environment Outcome to be achieved:

• A community that actively addresses the causes and impacts of climate change.

Place Outcome to be achieved:

• Sustainable infrastructure that meets the current and future community needs.

Leadership Outcomes to be achieved:

• The community has a voice through inclusive engagement and participation.

• Trust, respect and understanding between community and Council.


8. Asset Management Policy/Plan Alignment The Asset Plan is key element of Council’s Integrated Strategic Planning and Reporting Framework and provides a high-level summary of the Asset Management Framework, which contains Council’s Asset Management Policy CP031, Asset Management Strategy 2020, and four Asset Management Plans.

9. Implications Policy The Asset Plan has been developed in alignment with the Asset Management Policy CP031 and Community Engagement Policy CP020.


Page 322

Legal/Statutory Under section 92 of the Local Government Act 2020, the Asset Plan must be developed in line with Council’s Community Engagement Policy and adopted by Council by 30 June 2022. Financial The information in the Asset Plan is in alignment with Council’s Financial Plan 2021-22 to 2030-31 and identifies long term asset lifecycle funding requirements for infrastructure assets. Environmental Environmental factors including climate change and its impacts to infrastructure assets are addressed in the Asset Plan. Social The Asset Plan outlines the value that infrastructure assets provide to the community through the services that they support. The elements of the Asset Plan will better inform investment decisions that will yield adequate and sustainable infrastructure for the community. Economic Consideration for future generations on the impact of lifecycle costs of assets versus the benefits received (intergenerational equity) as well as the changing global economy and its impacts on managing infrastructure are addressed in the Asset Plan.



No conflicts of interest were declared during the preparation of this report. Attachments 1⇩ Asset Plan 2022 - 2031



DRAFT Asset Plan

2022-2031



2 Asset Plan 2022-2031 Mildura Rural City Council

Acknowledgment of countryWe acknowledge the Traditional Owners and Custodians of the land, which now comprises the Mildura Rural City municipality. We pay our respects to Elders past and present and celebrate and respect their continuing cultures and acknowledge the memories of their ancestors.

Within this document we have used the term “Aboriginal” to respectfully include all people of Aboriginal and/or Torres Strait Islander descent living in our municipality.



Mildura Rural City Council Asset Plan 2022-2031 3

Acknowledgment of Country

Introduction

Our Region

Structure of the Asset Plan

Our Community’s Vision

Asset Plan Summary

Asset Planning

Our Strategy

Our Assets

State of the Assets

Financial Sustainability

Our Challenges and Opportunities

Our Improvements and Monitoring

References

Table of contents

2

5

6

8

9

10

11

15

18

19

24

28

29

30







IntroductionProviding effective and efficient management of assets is a key obligation of any Council, however Mildura Rural City Council faces unique challenges in fulfilling its stewardship role, due to its location and the requirements of delivering services in a large regional/rural municipality.

Under Victoria’s Local Government Act 2020, Mildura Rural City Council’s primary role is to provide good governance in our municipality for the benefit and wellbeing of our community. It also requires that the Council develop an Asset Plan in line with our Community Engagement Policy for at least the next 10 years (long-term). Long-term strategic planning defines an organisation’s direction and priorities and deciding how to allocate resources to pursue these. A strong, transparent and inclusive planning process can ensure energy and resources are focused, operations are strengthened, and employees and the community agree on common goals, outcomes and results.

Council’s first Asset Plan provides a strategic and financial view of how Council proposes to manage the assets that it owns and controls. It outlines the resources required and activities to be undertaken to ensure assets under Council’s stewardship are developed, renewed, or maintained to deliver the required service potential.




Our region

55,9372021 estimated resident population

59,4392031 projected resident population

Morkalla

Lindsay Point

Werrimull

Cullulleraine

Kulnine East

Irymple

Merbein

Red Cliffs

NangilocColignan

Nowingi

Hattah

OuyenWalpeup

UnderboolBoinka

CowangieMurrayville

Karadoc

Mittyack

Mildura

Meringur

Carwarp

22,082km2Land area

Located in north west Victoria, the Mildura Rural City Council area covers almost ten per cent of the State.

The region’s landscape includes unique Mallee vegetation, broad acre grain properties, intensive horticultural farms and vibrant towns.

Mildura Rural City shares borders with New South Wales and South Australia, which makes it a strategically important regional service centre for three states.

The beautiful Murray River winds its way through much of the municipality and is a focal point for visitors and those who call the region home.

Key industriesDryland farming, irrigated horticulture (table grapes, wine grapes, dried grapes, citrus, vegetables and nuts), tourism, food and beverage manufacturing, transport and logistics, retail, health and community services.

Cabarita

Cardross

Colignan

Cowangie

Cullulleraine

Irymple

Merbein

Meringur

Mildura

Murrayville

Nangiloc

Nichols Point

Ouyen

Red Cliffs

Underbool

Walpeup

Werrimull

Our towns Emerging industriesRenewable energy generation,aquaculture, mineral sands mining and recycling




4.5%Aboriginal or Torres Strait Islander

$6.83 billionAnnual economic output

3.87%Unemployment rate

6.8%Need assistancewith core activities

10.4% Born overseas

9.5% Speak a language other than English at home

5,362 Businesses

22,368 Jobs

Sources: 2021 update to Australian Bureau of Statistics and REMPLAN as of 26 August 2021




Structure of the Asset PlanThe Asset Plan is structured to give a high-level insight into how Council intends on maintaining its infrastructure assets now and into the future.

• Our Community’s Vision

• Asset Plan Summary

• Asset Planning

• Our Assets

• Financial Sustainability

• Our Challenges and Opportunities

• Our Improvements and Monitoring




Our Community’s VisionMildura Rural City Council is committed to accountable, transparent and responsive decision making that is informed by the consistent application of well-designed community engagement. The Community Engagement Policy (CP020) underpins Council’s commitment to community-centred practice by applying the key elements of good community engagement into our day-to-day practice. The development of the Community Vision 2021-2040 and Council Plan 2021-2025 has been undertaken through a process of deliberative engagement which also provided community input to inform the development of this Asset Plan.

Community Assets contribute to the realisation of the Community’s Vision

“Community is engaged in decision making with opportunities to share their views on things that affect them”The development of the Community Vision 2021-2040 and Council Plan 2021-2025 provides direct alignment between what infrastructure the community needs to meet its aspirations for the future.

“Actively address the causes and impacts of climate change”The effects of climate change pose a significant risk to infrastructure. We are seeing more frequent extreme weather events such as heatwaves, droughts and flooding in our region, and this has and will continue to impact our infrastructure and their provision of services in the community. Building resilient and adaptable infrastructure is key to improving the sustainability of our networks. This needs consideration in the early stages of planning, as early intervention can save a significant amount when compared to the cost of repair.Each infrastructure portfolio will need different approaches for climate adaptation, and these are detailed in their respective Asset Management Plans and align with Council’s Environmental Sustainability and Climate Change Policy CP041, Towards Zero Emissions Strategy 2021-2050 and Climate Change Mitigation and Adaptation Framework.

“Adequate and sustainable infrastructure to meet future demand”Knowing what assets Council owns and controls, where they are, what condition they are in as well as understanding the value they provide to the service delivered by them, is fundamental to ensuring Council provides adequate and sustainable infrastructure that will meet current and future community needs.Council’s Asset Management Strategy 2020 features five key focus areas working towards adequate and sustainable infrastructure to meet future demand:• Data and Information• Governance• Integrated Planning• Education and Knowledge

• Service Planning “Keep the community informed to build a relationship of transparency, understanding and trust”The state of the municipality’s assets should be well communicated to community, so they can be well informed in regards to the management required to maintain what will be needed for the long-term. By monitoring our assets and forecasting their future financial requirements, we will be better placed to ensure the decisions made today are well-informed and in the best interests of our community both now and for future generations.

EnvironmentWe will sustain and

enhance our natural environment

and resources for current and future

generations

CommunityWe will be a healthy,

respectful and connected

community

EconomyWe will have a

thriving economy that harnesses

our strengths and capitalises

on opportunity

PlaceWe will be a place

to live, belong and visit with

infrastructure and development that

enhances our lifestyle

LeadershipWe will have responsible, collaborative

leadership that puts community

wellbeing at the heart of

decision-making




Asset Plan SummaryAsset management is about managing assets in a way that will ensure services can be delivered to the community both now and into the future. In order to do this effectively, we need to manage assets throughout their lifecycle, from construction or acquisition, during its operation through inspections and maintenance activities, to renewing it when it’s reaching end of life, or disposing / decommissioning it when it’s no longer required.

Roads and Footpaths ($608m)

Buildings and Facilities ($208m)

Stormwater Drainage ($173m)

Public Open Space ($64m)

$1.05b

As at 30 June 2021

Roads and FootpathsWhile overall in good condition, the condition of our road network will deteriorate faster than expected due to the permission for heavy vehicles to travel on the entire network.

Buildings and FacilitiesA significant amount of the network is in fair to poor condition which is expected as over 50% of existing buildings and facilities are over 50 years old.

DrainageThe majority of the drainage network is in reasonable condition, however there are known capacity issues in some areas. Budget requirements may increase to cater for these capacity issues in the near future.

Public Open SpaceWhile overall in good condition, modelling indicates that renewal funding is inadequate. This is likely due to many assets being replaced through operational budgets or community grants.

Asset Renewal Funding Ratio

54%*

Asset Renewal and Upgrade/ Depreciation

84%*

Condition

0% 20% 40%

Good Fair Poor

60% 80% 100%

*Refer to page 27




Asset PlanningAs stewards of community infrastructure, Council has an obligation to plan for and provide sustainable infrastructure for current and future generations.

What is Council’s role?Council plays different roles in working towards what’s important to our community which are outlined in the Community Vision 2021-2040. In Asset Planning, Council is a Provider, Regulator, Partner, Facilitator and Advocate.

ProviderCouncil provides services and infrastructure including waste collection, open spaces, local road and footpath networks, stormwater drainage, maternal and child health, libraries and many other community services and programs.

AdvocateCouncil advocates on behalf of the community to other levels of government and various other decision-makers to deliver the best possible outcomes for the Mildura Rural City Council community.

Facilitator Council has a role in bringing groups of people and organisations together to support collaboration and new partnerships to create new opportunities and solve problems for the community.

Partner Council has many partners across the community including service providers, agencies, businesses and community groups who we collaborate with to deliver services, infrastructure and events.

RegulatorCouncil is responsible for regulating a range of activities throughout the municipality. Ensuring that local laws and government legislation and the administration of it is done in a way that is supporting the Community Vision.




What is an asset and why are they important? An asset is an item, thing or entity that has potential or actual value to an organisation. Local government is responsible for a large variety of assets in order to deliver services to the community, such as infrastructure, plant and equipment, fleet and property.Assets contribute to and support the delivery of services such as maternal and child health care, recreation and leisure facilities, waste and environmental management, transport and economic development.

This Asset Plan focuses on infrastructure, which accounts for close to 95% of the value of Council’s total assets.

What is Asset Management and why is it important? Asset Management is the coordinated activity of an organisation to realise value from assets. Realisation of value will normally involve balancing of costs, risks, opportunities and performance benefits which will ensure services can be delivered to the community both now and into the future. Asset Management also enables the capacity of Council to respond to emergencies to protect people, property and the environment.




Our Framework Integrated Planning and Reporting FrameworkThis section describes how the Asset Plan links to the achievement of the Community Vision and the Council Plan within the Integrated Strategic Planning and Reporting Framework. This framework guides the Council in identifying community needs and aspirations over the long term (Community Vision), medium term (Council Plan) and short term (Annual Budget) and then holding itself accountable (Annual Report).

Mildura Rural City Council’s Integrated Planning and Reporting Framework outlines the relationship between important Strategies and Plans, highlighting the importance of the Community Vision as the base of Council’s strategic planning, as well as demonstrating how each element might inform or be informed by other parts of the framework.

1 MRCC Integrated Planning and Reporting Framework

Asset Management FrameworkCouncil works to an Asset Management Framework, which integrates key functions of the organisation to establish an asset management policy, define asset management objectives, and identify supporting processes to achieve those objectives.

We’re working towards a framework which will provide consistency, alignment and cost-effectiveness on how we deliver services to the community and how we manage the infrastructure that allows these services to be delivered.

Community Aspirations

Asset Management Framework

Long Term

Community Vision 2040

Financial Plan2021-2031

Asset Plan2021-2031

Asset Management PolicyAsset Management

StrategyAsset Management Plans

Inte

gra

ted

str

ateg

ic p

lann

ing

& c

om

mun

ity

eng

agem

ent Integ

rated strateg

ic planning

& co

mm

unity engag

ement

Community Aspirations

MediumTerm

Long Term

Short Term

Community Vision 2040

Financial Plan2021-2031

Asset Plan2021-2031

Annual Plan Annual Budget

Performance Monitoring and Reporting

Organisational Strategies, Plans and Policies

Council Plan 2021-2025

4 YearBudget

Workforce Plan

Revenue and Rating

Plan 2021-2025

Community Health and Wellbeing

Plan

Gender Equality and Action Plan







Our StrategyCouncil’s Asset Management Strategy 2020 is a foundational strategy designed to guide the organisation towards sustainable asset management.

Our Asset Management mission is to:“Deliver the required level of service at the lowest lifecycle cost for our community”

To achieve this, we must:

• Effectively and systematically manage all assets over their lifecycle

• Align Asset Management Plans and systems with organisational goals and outcomes

• Provide a framework for long-term asset planning and development for capital and/or maintenance works

• Integrate effective management of assets with service planning Our Asset Management objectives drive our Asset Management Strategy:

Data and Information• We will have relevant and accurate asset data and information

• We will have a single repository of truth for our asset data

Governance• We will have an Asset Management Framework, which ensures we consistently and

sustainably define and deliver our Asset Management responsibilities

• We will achieve core maturity under the National Asset Management Assessment Framework

Integrated Planning• We will manage our infrastructure in a sustainable manner

• We will mitigate risk by understanding our renewal gap and put systems in place to reduce the gap

• We will translate the current and future demand from each service into expenditure which will inform the Long Term Financial Plan (Financial Plan 2021-2031)

• We will work in collaboration to integrate and align Best Practice Asset Management into Council strategic planning and decision making

Education and Knowledge• We will understand our Asset Management roles and responsibilities, and recognise that

it is a whole of organisation approach

Service Planning• We will plan for and provide sustainable services to the community

• We will understand the cost and benefit involved to deliver services to the community

• Service planning will guide and inform our investment decision making




Our PracticeOur Management of the Asset Lifecycle:

New and Upgrade Plan Provides a program of works to create new assets or upgrade existing assets. Primarily driven by community, growth, social and/or environmental priorities and typically funded by grants. “Renew before new” is one of Council’s key asset management principles. All new works proposals should be assessed in terms of their lifecycle costs i.e. cost to operate and maintain the asset. Increasing the asset network will typically increase operational and maintenance costs. The plan is to monitor and report on these trends in the future.

Inspection Plan Inspections are undertaken to guide maintenance and renewal activities and to proactively identify any risks, defects or hazards that require immediate attention.

Council undertakes different types of inspections.

• Reactive inspections are undertaken as the need arises. This is typically when Council has been notified of a risk, defect or hazard by users of the asset or the community.

• Compliance inspections are undertaken on a routine basis to ensure the asset is performing to standard. Each asset type has its own schedule for routine inspections which are typically performed more than once a year.

• Condition assessments are performed on a longer term cycle, approximately every three to five years.These assessments take an in-depth look at the assets to determine their physical condition and when they may need replacing, which informs Council’s Capital Works Program.

New and Upgrade Plan

Inspection Plan

Operations and Maintenance

Plan

Renewal Plan

DisposalPlan




Operations and Maintenance Plan

Maintenance activities are undertaken to ensure efficient operation and serviceability of the assets. This will ensure that the assets retain their service potential over the course of their useful life.

Routine maintenance is the regular on-going work necessary to keep assets operating, including instances where components of assets fail and need immediate repair to make the asset operational again. Maintenance includes reactive and proactive work activities.

• Reactive maintenance is unplanned repair work carried out usually in response to service requests.

• Proactive maintenance is repair work that is usually identified through routine inspections.

Renewal Plan Provides a program of renewal for individual assets. Deteriorating asset condition primarily drives renewal needs, with increasing maintenance costs also considered.

Renewal expenditure is major work that restores, rehabilitates or replaces an existing asset to its original service potential. Assets requiring renewal are identified from condition assessments. Proposed renewals are reviewed to verify when capital intervention is required and to develop cost estimates. The proposals are then ranked by priority along with available funds and scheduled into future capital works programs.Renewal works may be deferred if the cost is higher than the funds available. Although deferred renewal works may not impact significantly on the short-term operation of the assets, repeated deferral increases risk to the service provided through the asset and will create a liability in the longer term.

Disposal Plan Provides a program of which assets will be disposed of or decommissioned in response to levels of service. Council in conjunction with the community and user groups, is exploring opportunities on disposing / decommissioning redundant or unutilised assets, to mitigate physical and financial risk.




Our AssetsThis Asset Plan focuses on infrastructure assets which account for almost 95% of the value of Council’s total assets.

Infrastructure assets are represented by four portfolios:

Roads and Footpaths

Buildings and Facilities

Stormwater Drainage

Public Open Space

Asset Value As at 30 June 2021

Replacement Cost $1,053,173,208

Depreciated Value $663,165,107

Annual Depreciation Expense $14,545,313




State of the Assets




Roads and FootpathsAs at 30 June 20215,170 km Roads (1,052km sealed / 4,118km unsealed)420 km Pathways483 km Kerb and Channel

Network growth:2.72 km pa roads (historical 5-year average)2.97 km pa pathways (historical 5-year average)5.26 km pa kerb and channel (historical 5-year average)

Reflections:• Changes in farming practices and the climate, impacts on the need to upgrade or downgrade roads

in some outlying locations.

• As a consequence of the permission to use the entire road network, heavy vehicle requirements need to be applied.

• To cater for mobility devices, bicycle and pedestrian use, shared paths are required.

• Road safety devices and design should be applied to relieve traffic issues / congestion in areas of concern.

Replacement Cost $608,090,782 Depreciated Value $400,842,304Annual Depreciation Expense $9,238,401

72% Asset Sustainability Ratio (Renewal Spend / Annual Depreciation) 64% Asset Renewal Funding Ratio (over 10 years)




Buildings and FacilitiesAs at 30 June 2021533 Buildings213 Structures and Shelters9 Pools and Water Play

Reflections:• Over 50% of existing buildings are over 50 years old.

• Understanding whether a building is operating at, above or below capacity is important in managing the building network, which may lead to acquisitions or disposals. A capacity audit has been undertaken in some service areas but not others.

• There is an identified capacity issue in our Early Years infrastructure due to the introduction of the State Government’s funded three-year old kindergarten program.

• Gender equity and disability access considerations should be included in the planning of Buildings and Facilities.

Replacement Cost $208,308,738Depreciated Value $96,874,435Annual Depreciation Expense $2,215,263





Stormwater Drainage

As at 30 June 2021343 km Drainage Pipes11,639 Drainage Pits117 Stormwater Management Areas

Network growth:4 km pa stormwater pipes (historical 5-year average) 137 stormwater pits (historical 5-year average)

Reflections:• Whilst the majority of the drainage network is in adequate condition, there are known hot spot

areas where the drainage capacity will not cater for the design storm event.

• There must be careful consideration of the network’s capacity in planning for developing areas as expansion may put strain on the existing drainage system.

• Water may pool on a road for a period of time in a functional drainage network.

• Obstructions in drainage pipes i.e. roots, rubbish, will result in the network not performing at capacity. Regular monitoring of the pipe network through closed-circuit television (CCTV) and fixed zoom camera technology will mitigate risk caused by these defects.






Public Open SpaceAs at 30 June 2021Over 4,100 items of Outdoor Infrastructure273 Playgrounds and Fitness Equipment135 Playing Surfaces114 Recreation Structures4 Skate Parks

Reflections:• While overall in good condition, the Asset Renewal Funding Ratio is low with respect to the

target of 100%. This is likely due to many assets being replaced through operational budgets or community grants.

• There are some open space provision gaps in developed areas identified in Council’s Public Open Space Strategy.

• An infrastructure audit based on the classification in Council’s Public Open Space Strategy will determine whether there is over-servicing or under-servicing of the network occurring.


60% Asset Sustainability Ratio (Renewal Spend / Annual Depreciation)20% Asset Renewal Funding Ratio (over 10 years)




Financial SustainabilityThe main principle of this Asset Plan and broader asset management planning is ensuring responsible stewardship of our assets to meet the needs of our community now and into the future.

Spending CategoriesExpenditure Type

Funding Type

Activity Description Examples

RecurrentOperational/ Non-Discretionary

Maintenance

Work required to keep an asset performing at the required level of service.

Maintenance and repairs to roads such as patching potholes, crack sealing etc.

Minor repairs to building components due to failure, vandalism etc.

Replacement of park furniture and playgrounds

OperationsExpenditure that is continuously required to provide a service.

Street sweeping

Inspections

Utility charges (electricity, water etc.)

Mowing, vegetation/weed control

Litter collection and facility cleaning

RenewalCapital / Non-Discretionary

RenewalReturns the service capability of the asset to its original capability.

Resurfacing of existing roads

Replacement of sections of kerb and channel in poor condition

Growth Capital / Discretionary

UpgradeEnhancements to an existing asset to provide a higher level of service.

Widening existing roads and footpaths

Sustainability improvements to a building

Replacement of pipes to a higher hydraulic capacity

Expansion Extends the capability of an existing asset to provide benefits to new users, at the same standard it currently provides.

Building extensions

Extension of the pathway network to address gaps in connectivity

New Creates a new asset that provides a service that does not currently exist.

Construction of a new building to cater for increased or changing demand

Development of a new park or reserve




Capital Investment EvaluationCapital investments must have demonstrated a clear business case to be considered in the Capital Works Program.

The Capital Works Program will be developed within the parameters of Council’s capacity to fund works. Projects will be prioritised based on the following criteria:

• Alignment with strategic direction

• Readiness of project to commence

• Addressing renewal requirements

• Demonstrated consultation with community / key stakeholders

• Level of risk associated with not doing the project

• Level of external funding

Financial ProjectionsThis section outlines the projected expenditure requirements ($’000) for our assets over the next 10 years.

2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Total

Recurrent $15,627 $16,277 $16,277 $16,277 $16,277 $16,277 $16,277 $16,277 $16,277 $16,277 $162,120

Renewal $28,752 $26,193 $24,117 $21,176 $19,903 $18,384 $18,452 $18,628 $18,911 $19,292 $213,808

Growth $21,482 $8,091 $7,719 $7,563 $8,845 $7,702 $8,036 $8,263 $8,455 $9,651 $95,807

Total $65,861 $50,561 $48,113 $45,016 $45,025 $42,363 $42,765 $43,168 $43,643 $45,220 $471,735

The total expenditure ($’000) over the 10 year planning period, by asset portfolio, is summarised in the table below.

Recurrent Renewal Growth Total

Roads and Footpaths $56,070 $104,058 $53,172 $213,300

Stormwater Drainage $3,070 $16,116 $12,442 $31,628

Buildings and Facilities $69,880 $38,375 $20,843 $129,098

Public Open Space $33,100 $55,259 $9,350 $97,709

Total $162,120 $213,808 $95,807 $471,735

The spending on our assets represents a significant investment by the community and is fundamental in enabling us to meet ever changing demands and to safeguard a vibrant and sustainable future for generations to come.




Our Renewal GapThe renewal gap represents the funding shortfall associated with the renewal of our existing asset network. It is determined by comparing what we need to spend (based on our service levels for the existing asset network), with what we have available to spend on renewals (guided by the annual depreciation expense), with the difference being the renewal gap. If we continue to manage assets the way we do currently, the renewal gap will grow up to $100m over the next 10 years.

$’000 Renewal Required Renewal Available Shortfall

Roads and Footpaths $104,058 $66,936 $37,122

Stormwater Drainage $16,116 $14,251 $1,865

Buildings and Facilities $38,375 $22,323 $16,052

Public Open Space $55,259 $11,127 $44,132

Total $213,808 $114,637 $99,171

What can we do to reduce the gap?There are many factors contributing to the growing renewal gap. Some of these factors include the age and condition of our infrastructure, funding limitations, service levels and risk management.

Through engagement with our community, we can work on strategies that will reduce the gap. These may include reviewing existing service levels and intervention levels, useful lives, accepting a higher level of risk, closure or decommissioning assets. These considerations will need to be made for each service that utilises assets in its delivery.




Sustainability IndicatorsThe renewal of assets should occur at the time that they require it to ensure that the service levels provided through the assets to the community can continue both now and into the future. Factors such as limited funds, increased customer demand and expectation, and statutory requirements can affect the ability to undertake renewal activities.

Asset Renewal Funding Ratio 54% Target 100%

Capital Renewal Planned Budget for a period / Capital Renewal Forecast Outlays for the period

The Asset Renewal Funding Ratio (ARFR) represents how close we are to meeting our renewal requirement. The ratio is calculated by comparing how much is being spent on renewals versus how much needs to be spent.The actual ARFR indicates that Council does not have the available funds to address renewals when they are required, which is not sustainable. The impact of this will be that assets will continue to deteriorate and may cost more to renew over time. Strategies to meet the target may include reviewing existing service levels and intervention levels, accepting a higher level of risk, closure or decommissioning assets.

Depreciation Indicator 84% Target 100%

(S2.1 Financial Plan 2021-22 – 2030-31)Allocate adequate funds towards renewal capital in order to replace assets and infrastructure as they reach the end of their service life. Measure: Asset renewal and upgrade expenses / Depreciation above 100%

Comparing asset renewal and upgrade expenditure against the depreciation expense is also another way we can determine how financially sustainable we’re operating. This indicator is still below target but not as much as the ARFR. The key differences with these indicators is the ARFR is based on the physical condition of the assets, whereas Depreciation is calculated based on age, and the Depreciation Indicator also factors in upgrade expenditure which is not classed as renewal expenditure in the ARFR.




Our Challenges and Opportunities

Affordability: The financial sustainability of Council is directly linked to the ability to successfully navigate a range of challenges that increase the pressure on the community’s capacity to pay. Demographic factors, large geographical area and sparse population, impacts on the how much revenue a council can raise to support its delivery of services to the community, now and into the future.

Rate Capping: In 2016, the Victorian Government introduced rate capping to restrict the amount that councils can raise their rates each year. As rates are the largest single source of income for council, the inability to match revenue with demand adds pressure on Council to identify alternative means of achieving financial sustainability.

The challenge of doing more with less, places Council in a position that requires careful consideration of the services it provides and the infrastructure required to do this adequately.

Opportunity: Strategically analyse each service and understand the costs associated with providing them at their current service level to determine whether efficiencies such as co-location of some services can be found.

Intergenerational equity: Balancing the community’s current and future requirements against available resource requires leadership and planning that doesn’t burden future generations, but instead contributes to supporting community aspirations and quality of life.

Opportunity: A long-term, integrated focus on managing the municipality’s assets is required in order for council to meet the need of the present without compromising future.

Ageing infrastructure: The issues surrounding the municipality’s ageing infrastructure increases the risks associated with the failure of assets and the impact on services to the community. The organisation has an increasing renewal gap that requires a long-term financial and operational commitment to improve.

Currently it is a challenge for council to keep running existing infrastructure. Decisions on constructing new assets need to consider that the initial construction or acquisition cost is typically 20-30% of the total cost of managing the asset over its life, the ongoing affordability of an asset will directly affect the sustainability of a service.

Opportunity: Acquisitions need to be carefully considered in the terms of long-term benefit and future operational impacts.

Global economic instability: Globally the impacts of the pandemic, political unrest etc. on the economy has created an unstable and uncertain environment for the provision and management of assets by further affecting affordability, impacting supply chains and creating instability in accessing materials. The ongoing influence of the pandemic is still unknown with further challenges emerging that could have a direct or indirect impact on the infrastructure.

Climate Change: The increasingly extreme environmental conditions experienced across the municipality has resulted in the need to provide infrastructure that is more resilient and sustainable.

Opportunity: Council has made significant a commitment to enhance and sustain the natural resources of the municipality while actively addressing the causes and impacts of climate change. This challenges the organisation to provide and manage infrastructure that supports this commitment while maintaining value for money.




Our Improvements and MonitoringMonitoring and ReviewA full review of this Asset Plan in accordance with Council’s Community Engagement Policy and practices will be completed every four years, in line with Council elections.

The Asset Plan is to be formally adopted by Council by 31 October in the year following a general election, other than the first general election of the Local Government Act 2020 which requires the plan to be adopted by 30 June 2022 (Local Government Act 2020 Sect 92).

The asset and financial data in the Asset Plan will be reviewed annually. Subsequent updates to the Asset Plan which include the review of this data, will be approved by the Chief Executive Officer if resulting changes are immaterial to the delivery of the service, standards and specifications. If the change significantly impacts the service, standards and specifications, it must follow the process of a full review.

Improvement PlanThe following table lists the actions necessary to improve the Asset Plan.

The primary focus over the next four years will be to establish robust mechanisms of community engagement (deliberative) to develop the next Asset Plan, and to build on our integrated approach to strategic planning and reporting under the Local Government Act 2020.

Outcome Action

Better community engagement Develop Community Engagement Plan for the Asset Plan

Integrated strategic planning and reporting across Council enabling more informed decision making

Support the activation of the Integrated Planning and Reporting Framework across the organisation

Accountable and Financially Sustainable Asset Management Implement Asset Management Strategy 2020




ReferencesInternational Organization for Standardization ISO 55000:2014, Asset Management – Overview, principles and terminology https://www.iso.org/standard/55088.html

International Organization for Standardization ISO 55001:2014, Asset Management – Management systems - Requirements https://www.iso.org/standard/55089.html

Institute of Public Works Engineering Australasia 2015, International Infrastructure Management Manual

Institute of Public Works Engineering Australasia 2020, International Infrastructure Financial Management Manual

Local Government Victoria 2022, Asset Plan Guidance. Available from: https://engage.vic.gov.au/project/local-government-act-2020/page/co-design-asset-plan

Mildura Rural City Council, Community Vision 2021-2040. Available from: https://www.mildura.vic.gov.au/Council/About-Council/Community-Vision-Council-Plan

Mildura Rural City Council, Council Plan 2021-2025. Available from: https://www.mildura.vic.gov.au/Council/About-Council/Community-Vision-Council-Plan

Mildura Rural City Council, Asset Management Framework 2015. Available from: HP Content Manager Reference: INT-202013564

Mildura Rural City Council, Asset Management Policy CP031. Available from: https://www.mildura.vic.gov.au/Council/About-Council/Council-Policies [May 2019]

Mildura Rural City Council, Asset Management Strategy 2020. Available from: HP Content Manager Reference: INT-202018139

Mildura Rural City Council, Financial Plan 2021-2022 to 2030-2031. Available from: https://www.mildura.vic.gov.au/Council/About-Council/Council-Plans-Strategies

Mildura Rural City Council, Community Engagement Policy CP020. Available from: https://www.mildura.vic.gov.au/Council/About-Council/Council-Policies [January 2021]

Mildura Rural City Council, Public Open Space Asset Management Plan 2021-2025. Available from: https://www.mildura.vic.gov.au/Council/About-Council/Council-Plans-Strategies

Mildura Rural City Council, Capital Works Management Policy OP167. Available from: HP Content Manager Reference: INT-20163076 [July 2020]






Deakin Avenue Service Centre 76 Deakin Avenue, Mildura

Madden Avenue Service Centre 108 Madden Avenue, Mildura

Ouyen Service Centre 79 Oke Street, Ouyen

Phone: 03 5018 8100PO Box 105, Mildura VIC 3502www.mildura.vic.gov.au


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15 URGENT BUSINESS

Nil

16 COMMUNITY QUESTIONS

17 CLOSURE