hobsons bay city council · 2019-07-10 · new valuations, based on levels of value at 1 january...

HOBSONS BAY CITY COUNCIL

Ordinary Council Meeting Agenda 14 June 2016

Ordinary Council Meeting Agenda

Tuesday 14 June 2016 Commencing at 7pm



THE COUNCIL’S MISSION

Working with our community to plan, deliver and advocate for the services and infrastructure that will achieve a healthy, connected and sustainable future in Hobsons Bay.

OUR VALUES

Honesty

Trust

Integrity

Collaboration

Respect

Accountability

Council acknowledges the people of Yalukit Willam of the Boon Wurrung Country that makes up the Greater Kulin Nation as the traditional owner of these municipal lands.

Chairperson:

Cr Peter Hemphill (Mayor) Strand Ward

Councillors:

Cr Sandra Wilson Cherry Lake Ward

Cr Angela Altair Strand Ward

Cr Paul Morgan Strand Ward

Cr Jason Price Cherry Lake Ward

Cr Colleen Gates Wetlands Ward

Cr Carl Marsich Wetlands Ward

Chris Eddy Chief Executive Officer Hobsons Bay City Council



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CONTENTS

Agenda ................................................................................................................................. 2

1 Council Welcome .......................................................................................................... 2

2 Apologies ...................................................................................................................... 2

3 Disclosure of Interests ................................................................................................. 2

4 Minutes Confirmation ................................................................................................... 2

4.1 Ordinary Council Meeting ................................................................................. 2

5 Councillors’ Questions ................................................................................................. 2

6 Public Question Time ................................................................................................... 2

7 Certificate Presentations .............................................................................................. 3

7.1 Certificate of Appreciation to Mr Trevor Monti ................................................ 3

8 Petitions/Joint Letters .................................................................................................. 3

9 Business ........................................................................................................................ 4

9.1 Corporate Services ............................................................................................ 4

9.1.1 Annual Budget Comments from Public Exhibition 2016-17 .................................. 4

9.1.2 Return of 2016 General Revaluation .................................................................... 7

9.1.3 Audit Committee Update – May 2016 ................................................................ 10

9.2 Infrastructure and City Services ..................................................................... 12

9.2.1 Western Distributor – Adoption of Interim Position for Hobsons Bay .................. 12

9.2.2 Response to Petition – Footpath Construction in Loretta Court, Seabrook ......... 28

9.3 Strategic Development .................................................................................... 33

9.3.1 Waste Management Financial Reserve Policy ................................................... 33

9.3.2 Adoption of the Multicultural Policy 2016-20 ...................................................... 36

9.3.3 Resilient Melbourne ........................................................................................... 39

9.3.4 2016 Annual Community Survey ........................................................................ 42

9.3.5 Community Engagement Framework Progress Report 2015-16 ........................ 47

10 Supplementary Public Question Time ....................................................................... 50

11 Urgent and Other Business ........................................................................................ 50

Hobsons Bay City Council 14 June 2016 Ordinary Council Meeting Agenda

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Agenda

1 Council Welcome

The Chairperson will welcome members of the gallery and acknowledge the people of the Kulin Nation as the traditional owners of this land.

2 Apologies

3 Disclosure of Interests

In accordance with Sections 77A, 77B, 78 and 79 of the Local Government Act 1989

Councillors are required to disclose a "conflict of interest" in a decision if they would receive, or could be reasonably perceived as receiving a direct or indirect financial or non-financial benefit or detriment (other than as a voter, resident or ratepayer) from the decision.

In accordance with Section 79B of the Local Government Act 1989 Councillors who consider that they have a personal interest that is in conflict with their public duty in relation to a matter may, if they do not have a conflict of interest as described above, apply to Council to be exempted from voting on the matter.

Disclosure must occur immediately before the matter is considered or discussed.

4 Minutes Confirmation

4.1 Ordinary Council Meeting

Confirmation of the minutes of the Ordinary Council meeting of the Hobsons Bay City Council held on 24 May 2016 (copy previously circulated).

5 Councillors’ Questions

6 Public Question Time

Public question time provides an opportunity for the public to ask questions related to items on the agenda of the Council meeting or any other matter within Council’s responsibility. Questions must be put in writing and received by 4pm on the day of the Council meeting.


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7 Certificate Presentations

7.1 Certificate of Appreciation to Mr Trevor Monti

Directorate: Corporate Services

Purpose

To present a Certificate of Appreciation to Mr Trevor Monti.

Recommendation

That Council present a Certificate of Appreciation to retiring Williamstown Football Club President Mr Trevor Monti, noting his significant contribution to the sporting life of our City.

Summary

At its meeting held on 12 April 2016, Council resolved to present a Certificate of Appreciation to retiring Williamstown Football Club President Mr Trevor Monti, congratulating him on his record 17 seasons at the helm of the football club; and that Council notes with appreciation Mr Monti’s significant contribution to the sporting life of our City and his impressive record of achievements while at the Seagulls including helping to bring about the new grandstand and oval, restoring financial health, greatly boosting sponsorships and strengthening community ties.

The Mayor will present the Certificate of Appreciation to Mr Monti at tonight’s meeting.

8 Petitions/Joint Letters


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9 Business

9.1 Corporate Services

9.1.1 Annual Budget Comments from Public Exhibition 2016-17

Directorate: Corporate Services Appendix: 1 1st Pink

Purpose

To hear public exhibition comments in relation to the proposed 2016-17 Annual Budget.

Recommendation

That Council hear public exhibition comments in relation to the 2016-17 Annual Budget and respond to proposals as part of the final budget deliberations at the Ordinary Council meeting on 28 June 2016.

Summary

The proposed 2016-17 Budget was placed on public exhibition in early May 2016 in accordance with Section 223 of the Local Government Act 1989 and as part of that process an opportunity was provided for interested parties from the community to make comment.

At the close of the public exhibition period the Council has received seven responses. A copy of each is attached to this report. Four of the parties that provided feedback have requested to be heard by Council.

Background

In accordance with the requirements of the Local Government Act the proposed budget was placed on public exhibition and comment invited from interested members of the community. Exhibition was for 28 days and closed on 1 June 2016.

Interested parties who have provided comment could request to present to the Council at the Ordinary Meeting of Council to be held on 14 June 2016. Four requests were made to the Council to present at this meeting.

Discussion

A schedule of all comments on the budget is attached as an appendix to this report. The following interested parties have requested to be heard in support of their submission. The parties will be heard in the order they were received:

Cindy Smith, Project Respect – Continuing to maintain an inclusive healthy community

Matt McCarroll, Williamstown Swimming and Lifesaving Club – Upgrade of toilet and change room

Gavin Young, State Baseball Softball Centre, Altona – Continuation of footpath southern end of Merton Street

Brendan Dowling, Resident – Bike path extension


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Following this meeting, Council will take into account all comments and presentations in final consideration of the annual budget. The 2016-17 annual Budget will be formally considered at the Ordinary Council meeting on 28 June 2016.

Strategic Alignment

Acknowledgement and review of public comment to the budget addresses the following specific goal and objectives in the Community Health and Wellbeing Plan and Council Plan 2013-17:

Goal 4: An Innovative, Proactive and Leading Organisation

4.1 Undertake responsible and sustainable decision making and management.

4.2 Understand community needs, advocate and partner with others for the benefit of the municipality, especially in relation to children and young people.

4.3 Communicate and engage effectively with the community and provide excellent customer service.

Policy

Any consideration of the matters raised will be in the context of Council’s long term financial plan, ten year capital works program priorities and rating and borrowing strategies.

Legal/Statutory Obligations/Risk

Council has complied with the requirements of the Local Government Act 1989 in advertising

the proposed budget and inviting public comment. No risks were associated with this process.

Financial and Resource Implications

Any decisions made in relation to the comments received will be factored into the budget that will be formally considered by the Council at the Ordinary Council Meeting on 28 June 2016.

Consultation and Communication

The 2016-17 budget consultation was undertaken in line with Council’s Community Engagement Framework. The purpose of the budget consultation was to inform the community of the process and seek feedback on key inclusions and projects included in the proposed 2016-17 budget. By undertaking community consultation early in the budget preparation cycle Council was able to ensure that community considerations were taken into account within the proposed Annual Budget.

More than 130 people participated in the consultation which was achieved through a survey, a series of community information sessions and an opportunity for community members to submit a suggested initiative or capital works project. The feedback from the consultation has been reviewed and budget submissions analysed and included as recommended projects and capital works for 2016-17 where appropriate. The proposed budget was made available for inspection and comment until 1 June 2016. Further development of the Annual Budget involved consultation with team leaders, managers, and directors who are responsible for managing the budgets for their assigned programs as well as briefings with councillors.

A total of 72 budget requests were received as a result of this process and submitters were notified as to whether their requests were included in the proposed budget and given the opportunity to provide further comment under the formal advertising and consultation process.


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Officer Declaration of Conflict of Interest

Section 80C of the Local Government Act 1989 requires members of Council staff and

persons engaged under contract to provide advice to Council, to disclose any direct or indirect interest in a matter to which the advice relates.

Council officers involved in the preparation of this report have no conflict of interest in this matter.


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9.1.2 Return of 2016 General Revaluation

Directorate: Corporate Services

Purpose

To formally return the 2016 valuation to Council, and to draw attention to the summary of the changes that have occurred in property valuations in the municipality as a result of the revaluation.

Recommendation

That Council receive and adopt pursuant to Section 11 and 13H of the Valuation of Land Act 1960 the 1 January 2016 General Valuation, effective from 1 July 2016.

Summary

Council’s current valuations are based on levels of value as at 1 January 2014. These valuations were used for rating purposes from 1 July 2014 to 30 June 2016. The valuations were also used for Fire Services Property Levy (FSPL) purposes collected by Council on behalf of the State Government.

New valuations, based on levels of value at 1 January 2016, will be used for rating and FSPL purposes from 1 July 2016 to 30 June 2018.

The revaluation program has been based on Valuation Best Practice Guidelines and has been carried out by Council’s valuation contractor Opteon Property Group. This is the second valuation cycle completed by Opteon.

The valuations returned to Council within this report are subject to supplementary rate changes, objections, any adjustments required in completing the 2016 revaluations and subject to final approval by the Valuer General.

Within the 2016-17 annual budget process, Council must adopt the 2016 General Valuation of all rateable properties and non-rateable leviable land in the municipality.

Background

The Valuer-General has audited the general valuation progressively as each stage has been completed. The majority of stages, up to stage 4, have been approved. It is expected that the Valuer-General will certify the general valuation in the near future as being generally true and correct.

Council has considered the valuations and the relevant impact upon rates throughout the budget process, including the adoption of the rating strategy (including rate modelling) and the proposed annual budget at the Council meeting held on 26 April 2016. The valuations included in the rating strategy and proposed annual budget documents were based on figures supplied during April 2016, so they are slightly different to the valuation figures being returned within this report.

Discussion

Overall there has been an increase of 14.74 per cent in the total capital improved value of rateable properties within the whole city after the January 2016 valuations are applied. This includes the increase in residential values at 17.42 per cent. The municipality is in terms of


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property, one of the most diverse in Australia, and the change in values has not been uniform.

There is a common misconception that as property values increase, Council receives a ‘windfall gain’ of additional revenue. This is not so, as the revaluation process results in a redistribution of the rate burden across all properties in the municipality. Total income from rates (excluding waste service charges) is determined by the rate cap. In simple terms as property values increase the rate in the dollar is reduced.

Strategic Alignment

This report specifically addresses the following goals and objectives in the Community Health and Wellbeing Plan and Council Plan 2013-17:



The return of the 2016 general revaluation aligns with the Council’s Rating Strategy.


Council is required, under the Valuation of Land Act 1960, to carry out a valuation of all rateable properties and non-rateable leviable land (for the purposes of the FSPL) in the municipality every two years.

Council must cause a general valuation of rateable land under section 11 and non-rateable leviable land under section 13H of the Valuation of Land Act 1960. The valuations are

required to be made as at 1January in every even calendar year and returned before 30 June of that year.


Rate revenue for 2016-17 has been based on the valuations prepared by Opteon. The following table shows the revaluations that have been submitted to the Valuer-General after stage 4 and are based on figures provided at 5 May 2016:

Valuation Category CIV @ May 2016 Revaluation 2016 CIV % change

Residential $ 20,200,598,597 $ 23,719,769,307 17.42%

Vacant Residential Land $ 170,988,000 $ 191,396,000 11.94%

Commercial $ 1,110,325,170 $ 1,162,512,526 4.7%

Industrial $ 2,415,525,226 $ 2,408,879,371 (0.28%)

Petro Chemical $ 330,272,000 $ 326,656,000 (1.1%)

Cultural and Recreational $ 68,443,000 $ 67,378,000 (1.56%)

Total Rateable Land $ 24,296,151,993 $ 27,876,591,204 14.74%

Non-rateable leviable land $703,713,600 $723,924,000 2.87%

Total $ 24,999,865,593 $ 28,600,515,204 14.40%


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There is no formal public consultative process required for the return of the valuation.

Ratepayers have a right, under the Valuation of Land Act 1960, to object to the valuation

within two months of the date of the Valuation and Rate Notice.


Section 80C of the Local Government Act 1989 requires members of Council staff and persons engaged under contract to provide advice to Council, to disclose any direct or indirect interest in a matter to which the advice relates.



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9.1.3 Audit Committee Update – May 2016

Directorate: Corporate Services Appendix: 2 1st Green

Purpose

To update Council regarding issues considered at the Audit Committee meeting held on 4 May 2016.

Recommendation

That Council note the issues considered by the Audit Committee at the meeting conducted on 4 May 2016.

Summary

This report provides an update of the Audit Committee meeting held on 4 May 2016, to ensure that Council is informed on the activities of the Audit Committee. It provides Council with an opportunity to explore any issues that have been considered.

Background

Council’s Audit Committee is an advisory committee of Council, appointed under section 139 of the Local Government Act 1989. The committee comprises of three independent members and three Councillors. The chair is an independent member, who has the casting vote. The Mayor and Chief Executive Officer are non-voting members.

The committee meets at a minimum, quarterly throughout the year and has a Terms of Reference that addresses responsibilities including risk management, control frameworks, external accountability, legislative compliance and internal and external audits.

Discussion

The May 2016 agenda addressed a number of items as follows:

the Chief Executive Officer’s update, including the proposed changes to the Local Government (Electoral) Regulations, the Hobsons Bay Community Survey results and the proposed 2016/17 budget

outstanding audit recommendations

Internal Audit Strategic Plan for July 2016 to June 2019, updating the committee on the progress of the internal audits for 2015-16 and inform the committee on recent reports and publications

risk management update, highlighting the risk executive summary, a general update on recent issues and an insurance report and over excess claims report

quarterly financial report for the period ended 31 March 2016

cash and investment balances

The next Audit Committee meeting is scheduled in August 2016 which will include the draft financial report and a number of completed internal audits.


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Strategic Alignment

This information specifically addresses the following goal and objective in the Community

Health and Wellbeing Plan and Council Plan 2013-17:

Goal 4: An innovative, proactive and leading organisation



Council’s Audit Committee is an advisory committee of Council, appointed under Section 139 of the Local Government Act 1989.

The committee operates within the guidelines of ‘Audit Committees: A Guide to Good Practice for Local Government’ which was released by the Department of Planning and Community Development in January 2011.






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9.2 Infrastructure and City Services

9.2.1 Western Distributor – Adoption of Interim Position for Hobsons Bay

Directorate: Infrastructure and City Services Appendix: 3 1st Yellow

Purpose

To seek Council’s adoption of an interim position on the State Government’s Western Distributor project (Project) for public exhibition prior to a Council led community consultation process.

Recommendation

That Council:

1. Subject to further detailed information and the completion of the Environmental Effects Statement (EES), adopt an interim position on the State Government’s Western Distributor Project as follows:

A. Provide in principle support to the objectives of the Western Distributor Project to reduce congestion on the West Gate Freeway and to provide an alternative connection for the West Gate corridor to the city and the northern suburbs.

B. Continue to advocate for the provision of an additional cross city transport corridor from the Western Ring Road to the Eastern Freeway as envisaged in the 2008 East West Link Needs Assessment (Eddington Study).

C. Support the long tunnel option as it has less direct impact on the community and is integrated into the existing West Gate Freeway corridor within proposed sound walls.

D. Support the provision of ramps directly to Hyde Street immediately north of the West Gate Freeway (Option 2 modified), subject to appropriate protection and enhancement of the Stony Creek environs.

E. Ensure durable, high quality, attractive and effective sound walls and barriers to protect the amenity of residents, open space, facilities and future residential development sites (e.g. Precinct 15) are provided along the entire Project corridor through Hobsons Bay.

F. Seek as part of the Project, capacity improvements for north south transport links at the freeway interchanges including: Melbourne Road; Millers Road and Grieve Parade.

G. Seek as part of the Project, new and enhanced local traffic, walking and cycling connections across the freeway corridor between the existing freeway interchanges, for local traffic and transport movement and to reduce demand on already congested routes e.g. Melbourne Road, Millers Road and Grieve Parade.

H. Exempt trucks travelling to and from the Spotswood Industrial Precinct, from the proposed Francis Street truck ban so that they can continue to access the freeway ramps at Williamstown Road.


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I. Implement truck bans on Blackshaws Road, Hudsons Road, High Street, Mason Street and Kororoit Creek Road (east of Millers Road) with the purpose to mitigate toll avoidance in the truck only tolled section of the Westgate Freeway from Grieve Parade to Melbourne Road.

J. Ensure the Project introduces other strategies to mitigate adverse traffic impacts on Hobsons Bay through toll and truck ban avoidance.

K. Incorporate the construction of the Federation Trail as part of the Project as a continuous off road shared path from Fogarty Avenue to the Coastal Bay Trail and upgrade the existing Trail west of Millers Road.

L. Incorporate the construction of the Kororoit Creek Trail from north of the Princes Highway to Grieve Parade as part of the Project.

M. Ensure the alignment of the undergrounding easement for the powerlines is confirmed in consultation with Council to minimise the impact to the community.

N. Receive assurance that all steps will be taken to mitigate the impacts associated with the Project during construction on the amenity of local residents, open space and the transport network.

O. Seek a commitment from the Project that any impact or loss to existing open space and its functionality for community use and enjoyment, specifically Stony Creek Reserve, West Gate Golf Course, Don McLean Reserve, The Avenue Reserve, Lynch Road Reserve and WLJ Crofts Reserve will be offset or otherwise minimised and mitigated or where required fully compensated.

P. Seek a commitment that adverse impacts on the following will be mitigated and/or compensated: Spotswood Cricket Club, Spotswood Football Club, Emma McLean Kindergarten, the Spotswood and surrounding community.

Q. Ensure the Project replaces any vegetation and tree canopy removed or adversely impacted by the proposal.

R. Incorporate water sensitive design and construction, including water harvesting for roadside landscaping, open space and recreational sports ground irrigation.

S. Ensure the inclusion of social procurement provisions within the tender documents that strengthen the local economy through the creation of local jobs and sourcing of services and goods from local businesses.

T. Include Freeway access ramps at the intersection of Dohertys Road to allow: west bound access to the freeway from Dohertys Road; north bound access to the Western Ring Road from Dohertys Road and south bound access to Dohertys Road from the Western Ring Road.

2. Actively advocate on behalf of the Hobsons Bay community and continue to work with the Western Distributor project team to achieve Council’s objectives as outlined in this report.

3. Endorse the “Interim Hobsons Bay Project Requirements - Principles, Objectives and Performance Measures” and advocate that they be included in the Reference Design issued by Transurban.


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4. Place the “Interim Hobsons Bay Project Requirements - Principles, Objectives and Performance Measures” and these recommendations on public exhibition as part of a Council led community consultation process.

5. Report to Council on the results of the community consultation process with recommendations for a final position prior to the end of September 2016.

Summary

It is difficult for Council to come to a fully formed position based on the limited amount of information provided by Transurban. Based on the available information Council can consider adopting an interim position which in turn can inform the State Government’s reference group and which can be taken to the community for feedback. To guide the decision making process Council has developed an interim decision and assessment framework known as the Interim Hobsons Bay Project Requirements - Western Distributor: Principles, Objectives and Performance Measures for Hobsons Bay (refer Appendix 5). It should be noted that this Project is expected to take many years and the development of this interim position is the first step in a much longer process. Appendix 1A provides anticipated timeframes for key activities such as the ESS, release of tender for reference design and public comments on preliminary designs and impact assessments.

To influence the outcome of the proposed Western Distributor Project, Council was requested by Transurban to provide feedback on the options provided by Transurban by mid June 2016. This will allow Council’s response to be incorporated into the Reference Design issued for the design and construction tender.

It is proposed to upgrade the West Gate Freeway by providing a new tolled northern connection to CityLink. These works will include a widening of the existing freeway from the Western Ring Road to Melbourne Road, a tunnel under Yarraville, a bridge across the Maribyrnong River and an elevated freeway above Footscray Road (refer Appendix 1).

Construction is proposed to commence in 2018 and be completed by 2022. A summary of the proposed project timeline and key activities is attached in Appendix 1A.

The purpose of this upgrade is to overcome the existing constraints on the West Gate Freeway by providing an alternative north exit to the West Gate corridor. The diversion of this traffic north will free up the existing capacity on the West Gate Bridge to reduce congestion for traffic using the West Gate Freeway, CityLink tunnels and the Monash Freeway.

This project provides a number of important benefits for Hobsons Bay as it has the potential to deliver reduced congestion across the West Gate Bridge; a reduction in traffic on surrounding arterial roads; improved pedestrian and cycling connections; an upgrade to the presentation of the freeway and; the provision of a more efficient road freight network.

The Project consists of a number of key elements requiring consideration by Council as outlined below.

A. Tunnel Options

There are two tunnel options known as the Short Tunnel and Long Tunnel (refer Appendix 2).

Both tunnels travel under Yarraville from Whitehall Street to the West Gate Freeway. The Short Tunnel portals are located just north of the existing freeway in the Hyde Street Reserve. They connect to the freeway via an elevated structure. The Long Tunnel portals are located west of Melbourne Road and are contained within the existing freeway reserve.


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In the absence of detailed design information, the Long Tunnel option is considered more favourable for Hobsons Bay as the structure is located within the freeway reserve and proposed sound barriers. This minimises the impacts on open space, the amenity of residents and it is less visually obtrusive.

B. Ramp Options

Transurban has formally provided five options (with an informal ‘sixth’ option now available) for the tolled ramps from the West Gate Freeway to Hyde Street, designed to cater for all vehicles but primarily for local truck movements and placard loads (refer Appendix 3). All of

the options would have negative impacts upon Hobsons Bay including more traffic directed onto Hyde Street/Douglas Parade, impacts on Stony Creek and adjacent open space and recreation facilities, residents and local community facilities.

An assessment of the options indicates the alignment located immediately north of the freeway has the least impact comparatively (refer Appendix 4). Hobsons Bay would advocate

for a modified version of Option 2 that minimises the impact on residents and recreational groups utilising open space. Further it provides the opportunity for a single signalised intersection at Hyde Street. This option will require careful consideration and protection of Stony Creek and environs.

C. Project Requirements

A set of draft principles for Hobsons Bay that embody the preferred Project outcomes and specific recommendations (“Interim Hobsons Bay Project Requirements - Principles, Objectives and Performance Measures”) has been prepared and is attached for Council consideration (refer Appendix 5). It is proposed that this document be placed on public

exhibition for comment prior to final consideration, adoption and submission to Transurban in September.

D. Transport Issues and Opportunities

In responding to the Project, key transport issues and opportunities for Hobsons Bay along the freeway corridor have been identified (refer Appendix 6). These include the need for

improved connections at each freeway interchange, new cross freeway connections for local traffic, truck access improvements in the Altona North and Spotswood industrial precincts, new shared trails (Kororoit Creek and Federation Trail), truck bans (Blackshaws Road and Hudsons Road etc.) and public transport improvements.

Hobsons Bay is land locked by the freeway system that surrounds it. High levels of congestion at the freeway entries and exits can be attributed to a lack of alternative cross freeway connections and interchange capacity. It will be important to ensure that the Project addresses this issue.

Although the inclusion of ramps to Hyde Street seeks to address truck access issues they also trigger issues for Hobsons Bay. These are summarised in Appendix 7.

Strategic traffic modelling for the project business case has been undertaken by Transurban. While an evaluation of this suggests that Hobsons Bay would see a localised reduction in traffic volumes on some roads it is clear that a number of roads will experience increased traffic volumes (refer Appendix 8). Further information has been sought on possible changes to traffic congestion, likelihood and impacts of ‘rat running’ and toll avoidance, truck movements, travel times to the CBD and the origin and destination of traffic.

A summary of the preferred outcomes from the Project is summarised into the key areas of traffic, cycling and pedestrian connectivity, urban heat and air quality, noise attenuation and overshadowing (refer to Appendix 9).


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Consultation for the Western Distributor project included seven community sessions and wider engagement including online forums. A detailed consultation report will be released by Transurban mid-year. A summary of the results of this consultation is included in Appendix 10. The verbatim community responses from the three sessions held in Hobsons Bay are contained in Appendix 11. It is noted these responses reflect feedback from a variety of local government areas.

Background

In 2008 the East West Link Needs Assessment (Eddington Study) considered two corridors - a northern route connecting CityLink and the Western Ring Road (M80) under Footscray, and a southern route connecting CityLink and the West Gate Freeway in the vicinity of Williamstown Road.

The business case for the Western Distributor notes that “faster than previously expected growth suggests the need for both corridors in the long term. Over the long term, solutions are required to respond to demand patterns in both the northern and southern corridors.” The Western section of the northern route is generally supported by western metropolitan Councils and it is a recommended priority project in the Western Transport Alliance Strategy.

On 8 December 2015 the Victorian Government announced it would build the $5.5 billion Western Distributor Project (the Project) in partnership with Transurban. The Project is a proposed upgrade of the West Gate Freeway (M1) including a new link under Yarraville, across the Maribyrnong River and via an elevated freeway connecting to CityLink, Port of Melbourne, Footscray Road, Dynon Road and Wurundjeri Way.

Council initially considered the Transurban Western Distributor proposal on 25 August 2015 and requested:

1. A full investigation to understand the social, environmental and economic impacts, particularly the amenity impacts on residents and business.

2. Consideration be given by the Victorian State Government to fund a feasibility study for the construction of a direct ramp from Grieve Parade onto the West Gate Freeway as part of the freeway widening process undertaken for the development of the Western Distributor.

3. Support advocacy to both Transurban and Victorian State Government that should the Western Distributor proceed, design and construction of the Kororoit Creek Trail be included.

On 1 December 2015 Council reviewed Transurban’s changes to the proposed route of the Western Distributor project (Short Tunnel option), including a new on/off ramp from the Freeway and resolved a number of items including to:

1. Advocate for an investigation of the potential for increased local traffic resulting from the proposed Hyde Street on/off ramp and the impact of tolls on the freight sector, particularly those servicing local industries.

2. Support advocacy to both Transurban and the Victorian State Government to:

a) fund a feasibility study for the construction of direct on and off ramps from Grieve Parade onto the West Gate Freeway as part of the widening process undertaken for the development of the Western Distributor

b) increase vegetation and maintenance of vegetation on road verges as a result of a reduction from the central median strip


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c) install high quality sound barriers along the length of the West Gate Freeway;

d) re-route the Federation Bike Trail to connect with Precinct 15

e) incorporate the design and construction of the Kororoit Creek Trail in the freeway widening process, undertaken for the development of the Western Distributor

In summary, the Western Distributor Project includes key features designed to achieve a number of objectives. The following features are included in the Project:

a widening of the existing West Gate Freeway from eight to twelve lanes and other improvements along the corridor

a new road connecting the West Gate Freeway and the Port of Melbourne, CityLink and the CBD via a tunnel under Yarraville

a ramp connection from the West Gate Freeway to Hyde Street to provide an alternative route for the dangerous goods and other trucks that cannot use the tunnels (placard loads)

a bridge over the Maribyrnong River joining an elevated road above Footscray Road

an eastern interchange connecting to CityLink, inner northern suburbs and the city

Webb Dock Access improvements

The Project has not been assessed by Infrastructure Victoria or Infrastructure Australia, however, based on the information provided by the Government the Project is expected to deliver the following benefits:

an alternative to the West Gate Bridge with a second river crossing

daily peak time travel times saving of up to 20 minutes

5,600 new jobs created at the peak of construction

up to 75 per cent of trucks off Francis Street and Somerville Road

6,000 fewer trucks on the West Gate Bridge

6,000 fewer trucks on local streets in the inner west

$11 billion boost to the Victorian economy

up to 55 fewer serious crashes a year

Transurban released an expression of interest (EOI) to market on 11 May 2016. The intention of the EOI is to short-list potential contractors for the design and construction contract who will then be invited to tender mid-2016. The public consultation session closed on 12 May 2016.

Surrounding Council Responses Maribyrnong City Council has resolved that pending provision of further detailed information and the completion of the Environment Effect Statement, it provides in-principle support to the:

a. Long tunnel option for connecting the Western Distributor to the West Gate Freeway


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b. Option 5 Hall Street – for connecting the West Gate Freeway to Hyde Street via Hall Street and Simcock Avenue or any improvements thereof which achieves a free flowing connection (i.e., both ramps to Hyde street east of Hall Street are located south of the Freeway).

Brimbank City Council has noted the Transurban proposal and has urged the State Government to finalise the proposed northern road corridor location (previously described as the western section of the east-west link) and commence the reservation process, which will provide certainty to property owners in Brooklyn. Melbourne City Council, whilst noting the benefits provided by the proposed Western Distributor project, believes that investment in public transport would benefit the city more than the Western Distributor toll road in reducing congestion and that the Project would likely increase traffic in West Melbourne, North Melbourne, Carlton and Parkville.

Melbourne City Council also raised concerns about the possible negative affect on public amenity and safety, walking and cycling conditions, house price values, and the urban design challenges, specifically the proposal for an elevated freeway in the Footscray Road median

and removal of 148 trees on Footscray Road,

Discussion

Transurban has provided Council with a very short timeframe within which to consider the various impacts of this proposal and form a position. An extensive technical review of the Project has been undertaken in recent weeks. Some of the findings are discussed in further detail below and referred to in the attached appendices. Further clarification will be required on a range of issues as part of the formal Environmental Effects Statement (EES) assessment phase of the Project. The EES is discussed in further detail below under the section Environmental/Social/Economic Impacts.

The recommendations and position developed in this report are based on a range of assumptions because critical information is not yet available to Council (e.g. detailed traffic modelling). To guide its decision making process Council has developed an interim decision and assessment framework known as the Interim Hobsons Bay Project Requirements - Western Distributor: Principles, Objectives and Performance Measures for Hobsons Bay (refer Appendix 5).

Council seeks that decisions made by Transurban and the Government at this and subsequent stages of the project relating to amenity and other impacts on Hobsons Bay give serious consideration to these Principles.

There are a number of key issues to be considered by Council in responding to the Project. These include the tunnel and ramp options, traffic and amenity impacts, undergrounding power and identification and response to unresolved issues.

Tunnel Options

Two tunnel options have been developed for the Western Distributor Project and the advantages and disadvantages of each option are outlined in Appendix 2.

The Long Tunnel option commences from the West Gate Freeway near Williamstown Road and runs underground for approximately 2.5 kilometres with an exit point at Whitehall Street. The exit/entrance points will commence west of the Williamstown Road interchange within the widened six lane West Gate Freeway. The centralised entrance will require traffic to flow around the exit/entry points. The tunnel will have three lanes in each direction but will run as two lanes with one emergency lane. A ventilation shaft will be placed at the entry and exit points of the tunnel.


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The Long Tunnel option involves construction of tunnel portals within the road reservation and allows for grade separation of lanes and tunnel entrances (i.e.one over the other) minimising the need to expand into the full width of the carriageway. This means that flyover structures are not required to transfer motorists to the north side of the freeway.

The Short Tunnel option requires elevated road structures that would be approximately seven metres above the existing road. When they join the West Gate Freeway the additional lanes adjacent to each other shall widen the freeway deck. This would have a significant visual impact upon Spotswood residents and open space users as well as motorists travelling along the freeway.

The main benefits of the Short Tunnel option is reduced construction time by approximately 12 months (from 27 months to 15 months) and lower cost compared to the Long Tunnel.

The Stony Creek environs and Hyde Street Reserve are particularly valuable green spaces for communities living on both sides of the freeway. Spotswood and South Kingsville has significantly less open space than the rest of Hobsons Bay and metropolitan Melbourne. These open spaces have important passive recreation, visual amenity and environmental values that would be dramatically impacted by the Short Tunnel option. The Short Tunnel option requires use of a large portion of Hyde Street Reserve, Stony Creek and the West Gate Golf Course land for ramps, lanes and tunnel portals.

Transurban has proposed an offset of additional open space within the SP Ausnet land (north of Hyde Street Reserve), however the proposed freeway structures would effectively cut off large areas of useable open space, impact on the flows and the ecology of Stony Creek (e.g. overshadowing) and create a noisy uninviting area.

Both options require extensive removal of vegetation within the road reserve which will impact on air quality, visual amenity, habitat, ecological functions and urban heat. The extent of these impacts and potential offsets are currently being explored, however, more vegetation may be lost under the Short Tunnel option to allow for the full widening of the freeway to 12 lanes west of Melbourne Road.

Clarification is being sought regarding likely air ventilation shaft locations. The air quality and noise impacts of both options are currently not known and will be assessed through the EES process.

Feedback from the consultation so far, including a review of online and consultation session feedback indicates that the community is most supportive of the Long Tunnel option.

In the absence of detailed design information the Long Tunnel Option is considered more favourable as it:

avoids impacting open space

keeps new road within or close to existing freeway

minimises visual and amenity impacts

Hyde Street Ramp Options

Following a series of community consultation forums including one in Spotswood on 8 October 2015, Transurban decided to include ramps between the West Gate Freeway and Hyde Street in the scope of the Project.

Industry stakeholders indicated that truck traffic access to and from the Spotswood area currently connects with the West Gate Freeway in Williamstown Road via Francis Street, Somerville Road and Hudsons Road. These stakeholders expressed concern that the


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Western Distributor proposal did not provide freeway ramps at Hyde Street denying the opportunity for industrial traffic to connect directly onto the freeway from the Spotswood industrial area. Further as placard loads are not permitted to use the proposed tunnel this traffic would continue to travel to Spotswood via Francis Street, Somerville Road and Hudsons Road. This includes the fuel tankers associated with the two fuel terminals located in the local area.

Currently, five options have been formally presented for the Hyde Street ramps which are outlined in Appendix 3 and listed below:

1. Both ramps north - Short Tunnel. The ramps are incorporated into the Short Tunnel and both run north of the freeway. They include a flyover and connect into Hyde Street north of Stony Creek.

2. Both ramps north - Long Tunnel. The ramps include a flyover and connect into Hyde Street north of Stony Creek.

3. Both ramps south – Long Tunnel. The ramps include a flyover and connect into Douglas Parade south of Stony Creek via Simcock Avenue.

4. North and south ramps - Long Tunnel. The north ramp connects into Hyde Street north of Stony creek and the south ramp connects into Douglas Parade via Simcock Avenue.

5. Both ramps south - Long Tunnel. The ramps include an underpass adjacent the railway line and connect into Douglas Parade south of Stony Creek via Hall Street and Simcock Avenue.

Subsequent, to these announced ramp options a further option has been provided by Transurban which extends the south ramp further east along the freeway reducing the utilisation of Simcock Avenue to its eastern end. This option would likely require the acquisition of land owned by local industry and impact local traffic movements.

The Westgate Golf Club has assessed the ramp options and asserts that ramps to the south of the freeway would significantly impact on the functionality and potential viability of the Club. The Spotswood Football and Cricket Clubs have advised of impacts from the ramps located to the south of the freeway encroaching on, or very close to, the sports reserves.

Representatives from the Emma McLean Kindergarten (located in The Avenue) have expressed concerns regarding amenity impacts, air quality and noise.

All of these options would have negative impacts upon Hobsons Bay. The key concerns are:

1. Freeway traffic being directed onto local roads (Hall Street and Simcock Avenue).

2. Traffic impacts on Douglas Parade/Hyde Street including larger traffic volumes and the incorporation of one or more signalised intersections.

3. Physical impacts upon the Stony Creek, open space and recreation facilities (Spotswood Cricket and Football Clubs and the West Gate Golf Club).

4. Visual impacts of elevated ramp structures and flyovers.

5. Emissions and noise in closer proximity to residents, recreation areas and the local kindergarten.

Transurban argue that by directly catering for local truck movements and placard loads, amenity for the residential communities of Seddon, Yarraville, Spotswood and South


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Kingsville will be improved. The outcome could prove to be the opposite as more heavy vehicles utilise local road connections and local traffic seeks to avoid congestion on the West Gate Bridge.

An assessment of the ramp options indicates that an alignment of both ramps immediately to the north of the freeway connecting into Hyde Street with a single signalised intersection has the least impact on the Hobsons Bay community and would be a modification to Transurban’s Option 2 (refer Appendix 4).

Traffic Impacts

Hobsons Bay is land locked by the Yarra River to the east, Port Phillip Bay to the south and the freeway to the north and west. This creates significant access and mobility constraints for the Hobsons Bay community during peak traffic periods.

Currently, these access issues are exacerbated by high levels of congestion at the freeway interchanges associated with traffic accessing the freeway. Motorists wishing to access the freeway as well as those who wish to move across it are currently forced to share the same route, which leads to congestion. Localised congestion impacts from the Western Distributor Project could potentially be alleviated with the widening of these interchanges and the creation of additional north-south connections across the freeway corridor.

A number of traffic issues, impacts and opportunities have been identified and are summarised diagrammatically in Appendix 6. Further there are specific truck access issues

into the Altona and Spotswood Industrial precincts that are not fully addressed by the Project and which are presented diagrammatically in Appendix 7. The forecast traffic impacts of the project are represented in Appendix 8 which indicates that congestion is reduced along the West Gate Freeway and within Maribyrnong, with variable impacts within Hobsons Bay.

Integrated Transport

Council is advocating for improved efficiencies in on road public transport, car sharing incentives and variable toll structures to encourage more sustainable transport outcomes from the Project. Impacts on cycling and pedestrian traffic are being assessed with a number of opportunities identified for Hobsons Bay in the Project.

Pedestrian and cycling connectivity issues and opportunities are included in the diagram contained in Appendix 6. Key outcomes sought from the project include:

stage 1 of the Kororoit Creek Trail from the existing path connection on the north side of Geelong Road to Grieve Parade. This will form the first part of a seven kilometre trail to the Bay and be part of an integral north south off road link within Hobsons Bay. This trail will link with the Federation Trail to the north and the Coastal Trail to the south completing a regional connection of trails.

the completion of the Federation Trail to include a continuous, safe and high quality off road shared path including a network connection terminating at a safe connection to the Coastal Trail at Douglas Parade and upgrade to the Trail west of Millers Road. This will complete a safe and convenient cycling route to the central city for residents of the west.

shared path connections to both sides of Millers and Melbourne Roads, with direct connections to the Federation Trail

enhanced safe and DDA compliant pedestrian access across the West Gate Freeway at the current pedestrian overpass sites.


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develop north/south pedestrian/cycling access to ensure connectivity between Spotswood and Yarraville, including Precinct 15 and 16 in Hobsons Bay and Bradmill site in Maribyrnong (New street and Kyle Road) and Hall Street, Spotswood.

the protection and enhancement of the existing bicycle route along Hyde Street from any effects of a proposed off ramp and provide an opportunity for its expansion into a major cycling route through separated on-street bike lanes to ensure the safety of cyclists and pedestrians.

Local Truck Access

To mitigate toll avoidance of the truck tolled section of the Westgate Freeway from Grieve Parade to Melbourne Road it is recommended that truck bans be introduced as part of the Project on Blackshaws Road, Hudsons Road, High Street, Mason Street and Kororoit Creek Road (east of Millers Road).

The Project proposal modelling assumes a 24/7 ban for non-local trucks in Francis Street. Hobsons Bay is advocating that traffic originating from the Spotswood industrial precinct wanting to head east on the freeway is counted as ‘local’ traffic and therefore exempt from the truck ban. This will mean eastbound trucks would be able to access the freeway at Williamstown Road.

If this access is not permitted then east bound truck traffic from Newport/Spotswood will have to travel via Hyde Street, Whitehall Street, Footscray Road and then either Wurundjeri Way or the Bolte Bridge.

Forecast Traffic Impacts

Some information has been provided to Council regarding the potential traffic impacts on Hobsons Bay from the Western Distributor Project. Further analysis and meetings have been held to gain a more in depth understanding of the available information and test the modelling. Certain details were not provided to Council because of the ‘commercial in confidence’ requirements of the government’s agreement with Transurban. As such, only a preliminary understanding has been obtained regarding anticipated changes to:

traffic congestion

vehicle movements

truck access

travel times to the CBD

the origin and destination of traffic

The Western Distributor has the potential to relieve significant ongoing issues with freight on residential arterial roads in the inner west, if complemented by appropriate truck curfews and bans.

Strategic traffic modelling for the project business case has been undertaken. An evaluation of this suggests that Hobsons Bay would see some localised reduction in traffic volumes on some roads from the Project, however, it is clear that the majority of the benefits are within Maribyrnong. Increased daily traffic volumes and possible levels of congestion are expected on a number of key routes in Hobsons Bay shown as red lines in Appendix 8.

The business case modelling for the Project predicts that in 2031 the West Gate Bridge is forecast to carry 8,870 vehicles per hour (74 per cent) while the tunnel is forecast to carry 3,180 vehicles per hour (26 per cent) in the AM peak in the eastbound direction. Westbound


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in the PM peak is 8,800 vehicles on the West Gate Bridge and 3,120 vehicles in the tunnel. Further detail is provided below to indicate predicted traffic flow in and around the CBD associated with the Western Distributor Project.

Around 30,000 vehicles will travel on the Footscray Road section of the Project each day in 2031 and be distributed in four directions. Of these, 30-35 per cent will head north to CityLink (9000-10,500 cars), 25-30 per cent to Dynon Road (7500-9000 cars), 15-20 per cent to Footscray Road (4500-6000 cars) and 1-5 per cent (300-1500 cars) to Wurundjeri Way. Some of these vehicles have destinations in the central city area and some will travel through to other locations.

The ramps are predicted to carry 4500 vehicles per day (both ways) in 2031, of which 900 (20 per cent) will be trucks. The proposed Hyde Street ramps may also significantly increase traffic on Hyde Street, Whitehall Street, Footscray Road and surrounds. However the introduction of truck restrictions, road space reallocation and operational changes may discourage through traffic from using alternate roads.

Detailed modelling information including any impacts on major intersections and interchanges is yet to be provided.

Efficiency and Safety

It is not currently clear what allowance has been made for emergency stopping lanes or what impact breakdowns or accidents would have on the efficiency of the system. A freeway management system utilising ramp metering is proposed.

Recent advice indicates that the Short Tunnel option offers better traffic management outcomes compared to the Long Tunnel as it allows for clearer “wayfinding” and longer and safer weaving lengths on the freeway. The Long Tunnel would also create slightly higher emergency management risks due to its length, however, Transurban has advised that they expect the successful tenderer will be capable of meeting the traffic performance and safety standards.

Project Tolling and Impacts

The new road will be tolled with cars expected to be charged a $3 fee (2015 estimate) only through the tunnel whilst freight vehicles will attract a flat rate of $13 per trip which is tolled on all sections including the widened West Gate Freeway, the ramps and the new tunnel. The intention is to make the tunnel a financially attractive option for freight vehicles. It is expected that the adopted tolling structure will contain a number of variable tolls based on road sections, vehicle type and time of day.

Council has not received sufficient information to ascertain likely impacts from toll avoidance. Three tolling gantries are proposed east of the Western Ring Road (M80) interchange and prior to the Western Distributor Tunnel.

If not managed appropriately the introduction of tolls may have a negative impact on Hobsons Bay through increased car and truck traffic resulting from trucks and cars using local roads to avoid tolls. This can be partially mitigated by the introduction of truck bans to Blackshaws Road and Hudsons Road.

Further information has been requested on the proposed tolling and how tolling may influence traffic movements.

Amenity Impacts

Widening of the West Gate Freeway will impact on communities living along its corridor. Amenity impacts include heightened noise levels as a consequence of increases in traffic


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volume which requires high quality sound barriers to reduce noise levels. Council strongly advocates for high quality urban design responses along the entire road corridor including current open space and future residential sites including the use of public art and landscaping, at key gateway locations.

A second amenity impact is the result of a reduction in the level of vegetation along the verge of the road and the removal of the central nature strip to cater for the additional lanes. It has been indicated that up 70 per cent of the existing vegetation will be removed. The replacement of vegetation is an important consideration to achieve a suitable urban design outcome.

Other actions recommended to reduce amenity impacts include:

industrial traffic routed onto the Western Distributor through a series of barriers or curfews and not onto local roads

ensuring impacts of additional lanes on the West Gate Freeway which abut residential areas do not affect visual amenity, noise and pollution levels

careful location of the ventilation shafts in relation to health outcomes, given the significant concentration of greenhouse gas emissions and heavy metal particles

Main structural features such as portals and bridges (gateways) should deliver high quality design outcomes as viewed and experienced from multiple locations. Innovative and visually attractive architectural and urban design outcomes should be a key objective.

Undergrounding Power

The Western Distributor Project requires the widening of the freeway which cannot proceed without the 66kv and 220kv power lines and transmission towers adjacent to the freeway being relocated underground.

The key challenge for undergrounding of power is to find an easement where the power can be located as it cannot be placed under the freeway due to access, maintenance and safety issues.

The required power easements can be anywhere from 6 to 10 metres wide, plus offsets, and a minimum of 1,200mm deep. Cables can be installed by boring under the ground to avoid existing trees, services and infrastructure. Boring would need to occur approximately every 800 to 1,000 metres and a concrete inspection pit (approximately 15m x 15m) would be installed under the ground at these points.

Transurban is currently considering easement options within Hobsons Bay but these are yet to be developed into a preferred alignment.

The perceived benefits of undergrounding power are:

reduced health risks and amenity impacts for residents living in close proximity to the existing transmission towers. Broadly speaking, above ground power is known to have higher impacts (noise, interference, stray electrical currents) than power placed below the ground

improved visual amenity and subsequent economic benefits (e.g. property values, tourism) for the inner western region

The tenderers will be required to comply with Australian Standards and an Electro Magnetic Frequency (EMF) study will be undertaken as part of the environmental impact process in the EES phase. Principles will be developed to ensure preferred outcomes through the process.


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Unresolved Issues

A number of issues remain unresolved including:

design responses to the removal of vegetation as a consequence of road widening

traffic impacts including those associated with the introduction of tolls

the relocation of the high voltage transmission lines

the quality and scope of sound barriers (both acoustically and design standards)

the exact route of the Federation Trail

how the relevant sections of the Kororoit Creek Trail will be incorporated into the project

the impact of the Hyde Street Ramps on the local community

the impact on the freight sector and truck connection issues at Grieve Parade.

Responses to these issues will be provided as information becomes available during the design and EES process.

Strategic Alignment

This report specifically addresses the following goals and objectives in the Community Health

and Wellbeing Plan and Council Plan 2013-17:

Goal 2: A Well Planned, Vibrant and Sustainable Place

2.1 Contribute to creating an accessible, well connected city.

2.2 Enhance neighbourhood character, while respecting local heritage and open space.

2.4 Plan for a well-designed urban environment and public spaces that contribute to the life of the city.

2.5 Reduce the Council’s ecological footprint and ensure our community has the capacity to adapt to the effects of climate change.

2.6 Ensure opportunities for residents to enhance their health and wellbeing are delivered upon through strategic integrated planning, social research, community consultation and evaluation.

Goal 3: Quality Community Infrastructure and Public Open Spaces and Places

3.1 Protect and enhance our coastal environment, public open space network and natural areas.

3.2 Build and maintain a clean, safe and beautiful city.

3.5 Increase the use of integrated transport across the municipality.




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Policy

The Hobsons Bay Advocacy Strategy 2014-18 identifies the need for a fully integrated

transport network connecting all modes of transport, including freight.


Further information is required on the Western Distributor proposal to understand the full implications.


To effectively advocate for the best possible outcomes from the Western Distributor proposal, a significant contribution of staff time is required. Council has submitted a resource proposal to the state government, seeking funds to support Council’s participation in the process.

Environmental/Social/Economic Impacts

The Minister for Planning has issued an order under Section 3(1) of the Environment Effects Act 1978 requiring the project proponent to prepare an Environment Effect Statement (EES).

The EES process is intended to provide a framework through which:

the potential environmental effects can be rigorously assessed, including in the context of the comparative effects of feasible design and scheduling alternatives for planning and delivery of the project; and

the effectiveness of proposed measures to avoid, minimise, manage and offset environmental effects and related risks can be evaluated.

Further consideration of the environmental, social and economic effects of the Western Distributor will be undertaken through the EES process. Council will advocate for a full assessment of the impacts this proposal will have on the community and whether it has a net community benefit.


Consultation regarding the Western Distributor Proposal has been largely managed by Transurban/State Government. Council officers have reviewed available online feedback, attended consultation sessions and made contact with some residents and businesses and sports clubs. Media releases have also been prepared to encourage the community to participate in the consultation activities and provide feedback.

Consultation for the Western Distributor project included seven community sessions and wider engagement including online forums. A detailed consultation report will be released by Transurban mid-year. A Community Consultation Summary is included in Appendix 10 and the verbatim community responses from the three sessions held in Hobsons Bay are contained in Appendix 11. These comments include those from adjoining municipalities.

Council will not be able to gain public feedback on its formal position and Principles prior to the release of the tender for the Western Distributor. It is recommended that the Principles are adopted as draft at the June 14 Ordinary Council Meeting and placed on public exhibition to ensure they reflect the views of the community and can influence Council’s input during the detailed design phase of the project.

Council officers will work with the project team to address the concerns raised in this report and to seek opportunities created by the Project. This will occur via:


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direct input to the Western Distributor project team on urban design and other matters to inform the Requests for Tender due to be issued to the construction market at the end of the current financial year as well as to refine the Project in future stages

input to the preparation of the Environment Effects Statement

A Technical Reference Group and Community Liaison Group have been established as part of the Project Governance Structure. Council is providing input to the planning and design process through its representation on both the groups.





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9.2.2 Response to Petition – Footpath Construction in Loretta Court, Seabrook

Directorate: Infrastructure and City Services Appendix: 4 1st Blue

Purpose

To seek Council endorsement to defer the 2016-17 footpath construction in Loretta Court, Seabrook until further investigations are undertaken.

Recommendation

That Council:

1. Does not carry out footpath construction in Loretta Court, Seabrook in 2016-17 and instead assesses the pedestrian and traffic movements in the street and consult further with residents on needs.

2. Allocate another street to receive a new footpath in 2016-17 in lieu of Loretta Court, Seabrook.

3. Receive a report on the findings when the pedestrian and traffic assessment in Loretta Court, Seabrook is complete.

4. Advise the lead petitioner of the outcome.

Summary

One of the goals in the 2016-17 proposed budget is “over the next three years to ensure every residential street has a footpath on at least one side of the road”.

The construction of a new footpath in Loretta Court, Seabrook is currently planned for the 2016-17 year.

On 20 April 2016 Council received a petition from the residents of Loretta Court, Seabrook. The petition consisted of 23 signatures objecting to the construction of a new footpath planned for the 2016-17 year.

In response to the petition received, Council officers met on site with the lead petitioner on 5 May 2016 to further discuss resident concerns. Generally, the concerns are the provision of a new footpath will disrupt the established landscaping, adversely impact on parking arrangements within their properties and reduce the safety and privacy of each residence.

There are some possible risks associated with no footpath provision in Loretta Court, Seabrook particularly as it provides a key link to Pipeline Reserve. However, to make an informed decision, further investigations are required to establish the needs of pedestrians and cyclists whilst balancing the needs of the residents. Further pedestrian and traffic survey investigations will be undertaken to determine peak and non peak volumes and establish user profiles and needs. In addition, further consultation with residents to better understand their needs and concerns is required.

Background

On 20 April 2016 Council received a petition consisting of 23 signatures from the residents of Loretta Court, Seabrook objecting to the construction of a new footpath.

The petition reads as follows:


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“We the residents of Loretta Court, Seabrook strongly oppose/object against the construction of the footpath within Loretta Court:

It will severely disrupt the parking arrangement for many properties

Disrupt/ruin the landscaping and design of each property (Attachment B)

Minimise the privacy and safety of each property as the proposed footpath is located 2m from some front doors.

We the undersigned petition against the construction of a footpath within Loretta Court.”

The petition was tabled at the Ordinary Council Meeting on 26 April 2016 requesting that Council:

1. Receive and note the petition

2. Receive a further report in relation to this matter at a future Council meeting

Discussion

Council officers met on site with the lead petitioner to discuss further the concerns of the residents of Loretta Court, Seabrook.

The lead petitioner expanded on the resident issues as follows:-

the existing parking arrangements on resident properties will be disrupted as the length of the existing driveway will be reduced.

vehicles will no longer be permitted to park in driveways which will increase the demand for on street parking on both sides in a very narrow street.

the new footpath will impact the well established landscaped and garden areas.

some properties have already commenced new landscaping works and these will need to be partially demolished.

the footpath will reduce the property frontage area and impact on children play space.

the new footpath would minimise the privacy and safety of each property as the proposed

footpath is located close to property front doors.

Council’s goal is over the next three years to ensure every residential street has a footpath on at least one side of the road.

The provision of a new footpath in Loretta Court would provide accessibility as required under Disability Discrimination Act 1992 (DDA). A new footpath would also improve

connectivity to the existing footpath at the end of Loretta Court that connects to the main pathway through Pipeline Reserve which many users access to reach Seabrook Primary School. A new footpath in Loretta Court would also improve access and connectivity to the playground in Pipeline Reserve. (see map)


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Lore

tta C

ourt

Note - the dotted line represents a possible path of travel to the connecting footpath, Pipeline reserve playground and the school.


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There are some possible risks listed below associated with no footpath provision in Loretta Court, Seabrook. However, to make an informed decision on the merits of a new footpath, further pedestrian and traffic counts are required to establish the number of people who use this link. Issues relating to no footpath are:

some users are exposed to tripping hazards by currently walking and accessing property frontages through landscape areas

some users including children are forced to walk on the road putting them in danger of being struck by vehicles

some children are forced to ride their bikes on the road putting them at risk

no DDA provision for visitors, current and future land owners and occupiers

no easy access and linkage to the path at the end of the street leading to the reserve, playground and nearby school

Further pedestrian and traffic survey investigations will be undertaken in 16/17 to determine peak and non peak pedestrian and traffic volumes and establish user profiles and needs. In addition, further consultation with residents to better understand their needs and concerns will also be undertaken.

Strategic Alignment

The provision of a new footpath achieves the following goals and objectives of the Community Health and Wellbeing Plan and Council Plan 2013-17:


2.1 Contribute to creating an accessible, well connected city.


3.4 Provide and maintain roads, drainage and footpath networks that meet the needs of the community.

Policy

One of the goals in the 2016-17 proposed budget is “over the next three years to ensure every residential street has a footpath on at least one side of the road”. This goal meets the objectives in the Community Health and Wellbeing Plan and Council Plan 2013-17 to create an accessible well connected city and provide asset networks meeting the needs of the community.


The installation of new footpath is to provide accessibility as required under Disability Discrimination Act 1992 (DDA). The new footpath will also provide a safe walking path so

that the users will not be forced to walk on the road thus avoiding the risk of being hit by passing vehicles.


The cost of constructing the new footpath at Loretta Court has been budgeted for in the 2016-17 Capital Works budget. Deferring the construction will result in the allocated funds being expended on other footpath priorities.


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A new footpath within Loretta Court would provide a linkage to the reserve, playground, and the nearby school.


Council officers met on site with the lead petitioner on 5 May 2016 to discuss further the resident concerns. Further community engagement and consultation in 2016-17 will be undertaken to better understand resident needs.






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9.3 Strategic Development

9.3.1 Waste Management Financial Reserve Policy

Directorate: Strategic Development Appendix: 5 2nd Pink

Purpose

To present to Council the Waste Management Financial Reserve Policy for adoption.

Recommendation

That Council adopt the Waste Management Financial Reserve Policy.

Summary

In 2012 Council established a Waste Management Financial Reserve (Financial Reserve) of which, part of Council’s Recyclables Processing Contract Income (Contract Income) is set aside each financial year to address future waste management programs and initiatives. This report provides an overview of the policy for how funds from the Financial Reserve are utilised. The Waste Management Financial Reserve Policy (Policy) attached is required to guide decisions to fund initiatives from the Financial Reserve.

Background

Council’s Recyclables Processing Contract began on 6 June 2011. Approximately $500,000 per year of income is generated from this contract depending on recyclable volumes collected. The contract is for five years and eight months with three, one year extension options at the discretion of Council. The initial term expires on 5 February 2017 and has been extended until 5 February 2018. A reduction of $100,000 per year will be realised as the previous contract was at a cost.

Council’s Waste and Litter Management Plan 2012-17 (the Plan), adopted by Council in August 2012, established that the contract income would be utilised to fund initiatives, programs and research identified in the Plan (recommendation 19.1 of the Plan).

The Plan also recommended establishing a Financial Reserve whereby part of the contract income is set aside each year to address future waste management programs and initiatives (recommendation 19.2 of the Plan). Also that funds remaining from the contract income at the end of each financial year be invested into the Financial Reserve for future allocation to waste management programs and initiatives (recommendation 19.3 of the Plan).

Council’s Waste Service and Charge Policy states that when more revenue from the waste charge in any one financial year is accumulated that is more than required to cover the cost of the municipal waste service, the Waste and Litter Management Plan activities and waste and litter related behavioural change programs in that same year; these funds will be deposited into the Financial Reserve at the end of the financial year.

Discussion

The Recyclables Processing income rate is set for the initial contract term which expires in February 2017 and does not fluctuate with market changes or CPI. This was the first time that Council had the opportunity to raise income from waste contracts due to strong competition among the Materials Recycling Facility (MRF) operators and healthy commodity


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prices at the time. The contract has three, one year extension options with a maximum term available to February 2020.

The revenue local government receives from materials recycling facility operators (MRF operators) like SKM Recycling, for the recyclables delivered to their facilities is influenced by world commodity prices for plastic resin sourced from recycled material and the world price of recovered paper. The world commodity prices for recycled plastics has collapsed since mid 2015. Trading prices for plastic flake and pellets produced from recycled plastics has fallen by 40 per cent over this period.

The economic downturn in China, which is a major export market for baled recyclables for Australian MRF operators, and the fall in oil prices have also contributed to the substantial fall in world prices for recycled plastics. Therefore the operating environment that contributed to the sharp escalation in contract prices from mid 2010 has now changed. Benchmarking with other metropolitan Melbourne Councils reveals that the contract price has fallen since early mid 2015. Contracts awarded more recently have either been on a fixed contract rate similar to Council’s or a variable risk shared approach where commodity price changes influence the rate at which councils are paid by the MRF operator. Market indications show that this trend in income rate and format of contract is likely to continue throughout 2016. As the expiry of the contract with SKM Recycling is due on 5 February 2017 a review of the contract with SKM Recycling has been completed. Based on the decline in the recyclables commodity market Council has offered a one year extension under delegation by the Chief Executive Officer for the same contract conditions and fixed price rate that Council currently receives. SKM Recycling has accepted Council’s offer. The extended contract will expire on 5 February 2018.

It is possible beyond 2018, that a potential change in contract income from the recyclables processing contract as a result of commodity price fluctuations will impact Waste and Litter Management Plan initiatives, programs and research and the annual balance of the Financial Reserve.

When developing the policy Council has considered the following:

The strategic context for establishing the Financial Reserve

The status of the Financial Reserve

How changes in the contract income may be managed to ensure Waste and Litter Management Plan initiatives, programs and research are sustained

The types of initiatives that the Financial Reserve may fund

The process to guide decisions to fund initiatives from the Financial Reserve

Strategic Alignment



4.1 Undertake responsible and sustainable decision making and management

This report is also consistent with Council’s Waste and Litter Management Plan 2012-17.

Policy

This report is also consistent with Council’s Municipal Waste Service and Charge Policy. The policy will provide clear direction on how the money collected should be spent. The policy will be reviewed every two years or if legislation is introduced.


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There are no legal, statutory ramifications or Human Rights Charter implications of the policy. When developing the policy Council has considered the review of the Local Government Act 1989 and the rate capping framework. The risk of not having a policy may mean that

decisions are not made strategically, fairly or transparently.


The Financial Reserve was established in 2012. On an annual basis at least 40 per cent of the contract income and the $100,000 per year saving has been deposited into the Financial Reserve and at least 60 per cent of the contract income has been set aside to fund new initiatives and service improvements identified within the Plan.

As at the end of 2014-15 there is $5.15 million in the Financial Reserve collected over the first four financial years. Of this $1.4 million is committed to Carbon Price which will be paid back to ratepayers through a reduction in the Waste Service Charge over three financial years to 30 June 2018.

A review of the Recyclables Processing Contract may impact the income Council receives. Contributions to the Financial Reserve will be guided by the quantum of contract income received each year, the cost of providing the municipal waste service, actions adopted within Council’s Waste and Litter Management Plan and annual budgeting cycles and decisions.

Despite the substantial balance of the Financial Reserve, initiatives of significance may cost a substantial amount and therefore it is important that Council make sound decisions. The Policy provides a process by which these decisions are made.


The policy principles and procedural guidelines aim to address and inform decisions and ensure that environmental, social and economic issues or benefits are considered.


Internal consultation with Council’s Finance Department has been undertaken on the policy.





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9.3.2 Adoption of the Multicultural Policy 2016-20

Directorate: Strategic Development Appendix: 6 2nd Green

Purpose

To present the Draft Multicultural Policy 2016-20 to Council for adoption.

Recommendation

That Council:

1. Note the public submissions received and the changes made to the Draft Multicultural Policy 2016-20

2. Adopt the Multicultural Policy 2016-20

3. Write to the submitters and notify them of Council’s decision

Summary

At the Ordinary Council Meeting on 12 April 2016, Council noted the Draft Multicultural Policy 2016-20 and accepted the recommendation to place it on public exhibition for four weeks.

Two submissions were received during public exhibition. Overall, the submitters were very supportive of the policy and where possible feedback has been incorporated into the policy and or will be considered during the implementation and evaluation phases.

The Draft Multicultural Policy 2016–20 represents Council’s commitment to celebrate local cultural traditions, promote respect for cultural diversity, and improve access to social, economic and civic opportunities, including activities within all areas of Council. The policy was developed in consultation with the community, stakeholders and Council staff.

Background

Hobsons Bay is home to people from over 130 countries, speaking more than 100 different languages. People from culturally and linguistically diverse (CALD) backgrounds bring important strengths to Hobsons Bay including new skills, knowledge and experiences. However, they also face barriers that can reduce access to opportunities such as finding secure employment, access to education and training, or participating in volunteering or sporting activities.

The previous Multicultural Policy 2012-15 has guided Council’s work in service delivery, planning, advocacy and community development for Hobsons Bay’s CALD communities. As the policy entered its final year, a background paper was prepared to understand demographic, policy and legislative changes, evaluate the policy’s actions, review recent consultation, identify key issues and propose a series of recommendations.

Consultation on the Draft Multicultural Policy 2016-20 involved over 500 people and included a range of targeted activities such as focus groups, surveys, filmed interviews and engagement with the Multicultural Advisory Group (MAG). A report and film have been developed to document what the community told Council during consultation. From this feedback, and the evidence base gathered in the background report, the Draft Multicultural Policy 2016-20 was developed.


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Discussion

The Draft Multicultural Policy 2016-20 was placed on public exhibition from 13 April to 11 May 2016. Two submissions were received during the public exhibition period, both of which were very supportive of the policy (see appendix for summary). Some feedback resulted in minor wording changes to the draft policy. A number of suggestions for future actions were also received, which will be considered in the development of future action plans.

Once the policy has been adopted, the next steps will be to develop an annual action plan. The policy, along with the supporting resources including a policy summary (translated into nine community languages), community profile poster, and the film – WHO WE ARE: Creating the Multicultural Policy 2016-20, will be promoted with stakeholders and community

members, starting with Council’s celebrations during Refugee Week, 19 – 25 June 2016.

Strategic Alignment

This report specifically addresses the following goals and objectives in the Community Health and Wellbeing Plan and Council Plan 2013-17.


Objective 2.6. Ensure opportunities for residents to enhance their health and wellbeing are delivered upon thorough strategic integrated planning, social research, community consultation and evaluation.

The Multicultural Policy 2016-20 also complements and aligns with existing Council plans and strategies such as the Advocacy Strategy 2014-18, Events and Festivals Plan 2016-21, Economic Development Strategy 2015-20, Sport and Recreation Strategy 2014 and Customer Focus Strategy 2016-19.

Policy

The Draft Multicultural Policy 2016-20 replaces the Multicultural Policy 2012-15. It represents Council’s commitment to celebrate local cultural traditions, promote respect for cultural diversity, and improve access to social, economic and civic opportunities, including activities within all areas of Council.


The Draft Multicultural Policy 2016-20 acknowledges and is consistent with Victorian human rights legislation, including the Charter of Human Rights and Responsibilities Act 2006 and the Equal Opportunity Act 2010. It also meets Council’s requirements under the Local Government Act 1989 to provide equitable access to services and facilities, foster community cohesion and encourage active participation in civic life.


The development of the Draft Multicultural Policy 2016-20 has been resourced within the existing operational budget. The implementation of the policy will need to be resourced within future operational budgets and resources.


The Draft Multicultural Policy 2016-20 will have a positive impact on Hobsons Bay’s built, natural, social and economic environments for people from CALD backgrounds. This will be achieved in various ways, including through inclusive and accessible Council facilities, welcoming public places and spaces, cultural festivals and events, opportunities to feel socially connected, employment and business pathways, and continued Council advocacy on key issues such as public transport, health services and affordable housing.


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Council’s Community Engagement Policy 2015 was used in the planning and implementation of consultation for the Draft Multicultural Policy 2016-20. Numerous activities were undertaken to ensure broad participation across a range of CALD communities such as focus groups, surveys and filmed interviews.

Further consultation with the community and stakeholders occurred during the four week exhibition period, which was promoted via Council’s networks, libraries and website. Conversations with local CALD communities (including through Council’s Multicultural Advisory Group) will continue during the life of the policy to ensure it remains relevant and responds to emerging issues.






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9.3.3 Resilient Melbourne

Strategic Development Appendix: 7 2nd Yellow

Purpose

To inform Council on the proposed implementation of the Resilient Melbourne Strategy.

Recommendation

That Council support the implementation of the Resilient Melbourne Strategy and refer its actions to future strategies and plans.

Summary

Resilient Melbourne is part of the worldwide Resilient Cities project funded by the Rockefeller Foundation. Resilience in this context is about ensuring future quality of life as well as identifying and addressing existing and emerging shocks and stresses. A Resilient Melbourne strategy was developed with input including local and State Government representation. The Resilience Melbourne Strategy is now complete and ready for Council’s endorsement, and for its actions to be considered, planned for and implemented as appropriate.

Background

Melbourne applied for and was selected to join the 100 Resilient Cities network (pioneered by the Rockefeller Foundation). Funding was allocated to establish a Resilient Melbourne office auspiced by the City of Melbourne and led by Melbourne’s Chief Resilience Officer. The Resilient Melbourne Strategy (the Strategy) has been developed with the active support of and input from Melbourne’s metropolitan councils, the Municipal Association of Victoria, several Victorian Government departments led by the Department of Premier and Cabinet, academics, the community and private sectors. In March 2016, Council provided in principle support to the work.

Discussion

The Strategy was developed in response to addressing a shared community challenge: what tangible actions can be taken to protect and improve the lives of Melburnians, now and for the future? It includes a suite of projects designed to ensure Melbourne is stronger in good times and in challenging times, in support of the vision ‘that the future of Metropolitan Melbourne and its diverse communities is viable, sustainable, liveable and prosperous’.

The Strategy marks an important point in Melbourne’s development. It presents the first of the city’s resilience strategies: a starting point that brings together individuals and organisations critical to the resilience of Melbourne and its diverse communities. It offers a new way to deal with the chronic stresses and acute shocks the community are likely to experience, and contributes to a vision of a city that is viable, sustainable, liveable and prosperous, today and long into the future.

The guiding principles of the strategy, as reinforced by the CEOs representing the local government sector were that it must:

build on existing structures

avoid duplication


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deliver tangible benefits for our communities today, with the long-term in mind

Four long term objectives and related action areas have been agreed. The objectives are:

stronger together – empower communities to take active responsibility for their own and each other’s wellbeing safety and health

a dynamic economy – provide diverse local employment opportunities that support an adaptable workforce that is ready for the jobs of the future

our shared places – create and sustain buildings, infrastructure and activities that promote social cohesion, equality of opportunity and health

a healthier environment – enable strong natural assets and ecosystems alongside a growing population

The objectives will be achieved through collaboration between disciplines and sectors on a set of actions, all of which are relevant to, but not necessarily owned by, local government. Three flagship actions have been identified:

a metropolitan urban forest strategy – to extend and link existing urban greening, reforestation and nature initiatives across Melbourne

an emergency management community resilience framework for Victoria – to ensure activities across all emergency management agencies have community benefit at their core

the metropolitan cycling network – Melbourne’s metropolitan councils will collaborate with citizens and Victoria’s main transport bodies to establish a metropolitan bicycle path network, to help make cycling a safer and more practical alternative to car travel

See Appendix Resilient Melbourne Strategy for detailed information on the action plan including 15 supporting actions and 15 aligned local actions.

Strategic Alignment


Goal 1: An Inclusive, Resilient and Healthy Community

1.2 Foster community wellbeing, capacity and sense of belonging.

1.3 Protect and promote public health and community safety.


2.3 Contribute to initiatives that encourage economic opportunities through local employment, business, industry and tourism.

2.5 Reduce the Council’s ecological footprint and ensure our community has the capacity to adapt to the effects of climate change.

Goal 3: Quality Community Infrastructure and Public Open Spaces and Places

3.1 Protect and enhance our coastal environment, public open space network and natural areas.

3.5 Increase the use of integrated transport across the municipality.


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Policy

Support of the Resilient Melbourne Strategy is consistent with multiple policies and strategies that direct the work of Council in the areas of Community Wellbeing, Infrastructure and City Services, Corporate Services and Strategic Development.


There are no statutory obligations inherent in the Resilient Melbourne Strategy, however any actions implemented by Council would need to address any specific legal, statutory and risk elements in the course of their planning.


The implementation of the Strategy is proposed to be led by a Resilient Melbourne Delivery Office (RMDO), a unit to be hosted at City of Melbourne for five years, staffed by a cross-section of councils and jointly funded by City of Melbourne and several State department agencies and from the second year onwards by participating metropolitan councils. Now that the strategy is complete Council can determine and prioritise actions including where they are able to be imbedded in the delivery of its plans and strategies. There is no specific budget allocation to Resilient Melbourne, any new actions would need to be referred through future planning and budget process.


The Strategy directly addresses social, environmental and economic factors and aims to deliver lasting benefits to the city and community. The value of the Strategy for Council and community includes encouraging a collaborative way of working across metropolitan Melbourne’s local government areas, developing efficiencies of scale, levering collaboration to attract greater investment, the opportunity to share information and knowledge, to build on experiences and by drawing from the international network of 100 Resilient Cities for the benefit of local communities. The Strategy acknowledges that issues that occur across municipal boundaries require people and organisations to work together to build long term effective solutions.


The Strategy is the result of the work of more than 1,000 people from 230 organisations, representatives of Melbourne’s 32 councils and many Victorian Government departments. In its implementation, the RMDO will be guided by an expanded Steering Committee comprising representatives from Melbourne’s five sub-regions.






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9.3.4 2016 Annual Community Survey

Directorate: Strategic Development Appendix: 8 2nd Blue

Purpose

To present the 2016 Annual Community Survey results.

Recommendation

That Council note the findings of the 2016 Annual Community Survey and publish the results through the Annual Report 2015-16 and Know Your Council website.

Summary

The 2016 Annual Community Survey (ACS) provides Council with an understanding of community satisfaction across a range of Council services as well as liveability within Hobsons Bay. Overall the 2016 survey results have shown an increase in community satisfaction across most service areas. Weekly garbage collection, libraries, green waste service, and regular recycling were again the services with the highest level of satisfaction.

The results of the survey will allow Council to monitor progress with current policies, services and programs as well as support future service planning and advocacy.

Background

The 2016 ACS, undertaken by Metropolis Research, comprised 800 door-to-door interviews on the weekends starting 6 February and ending the weekend of 5 March 2016. The survey asked residents about their level of satisfaction with a range of Council services and facilities, the liveability of Hobsons Bay, what they most value about their neighbourhood as well as what needs to change. Conducting an ACS is a legislative requirement for local governments. It also includes key questions that are a requirement under the Local Government Performance Reporting Framework, with results to these questions being included on the “Know Your Council website” and Council’s Annual Report. The survey results are a key tool to inform Council of the attitudes, levels of satisfaction and issues facing the Hobsons Bay community. This is the third year that Council has implemented this type of survey therefore the 2016 results are able to show trends over this timeframe.

Discussion

Below is a summary of each of the key areas that were measured in the survey. These results are further explained in the 2016 Annual Community Survey Overview Report attached. Overall performance

The overall community satisfaction with the performance of Council across all areas of responsibility increased again this year with a score of 7.02 (6.76 in 2015 and 6.60 in 2014). This is higher than the 2015 metropolitan Melbourne score of 6.81 and significantly higher than the 2015 western region average score of 6.47.


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Respondents from Altona Meadows / Seabrook / Laverton (7.21) and Altona North / Brooklyn (7.14) were somewhat, but not measurably more satisfied than the municipal average, whilst respondents from Williamstown / Williamstown North (6.67) were somewhat less satisfied. Governance and leadership Overall community satisfaction with governance and leadership has increased, with an average satisfaction of 6.97 (6.63 in 2015). While all aspects included in governance and leadership increased, the highest increases were seen in: engaging with the community 6.90 (up from 6.41), representation, lobbying and advocacy 6.90 (up from 6.54), and responsiveness to local community needs 7.03 (up from 6.67).

Satisfaction with Council services and facilities

The average satisfaction of services was 7.59, an increase from 7.20 in 2015, and higher than the western region and metropolitan region (7.05 and 7.34 respectively). The services with the highest satisfaction were; weekly garbage collection (8.81), local library (8.75), green waste service (8.72), and regular recycling (8.62). The services with the least satisfaction were; footpath maintenance and repairs (6.80), provision of parking facilities (6.88), traffic management (6.90), and maintenance and repairs of sealed local roads (6.96). It is important to note that those services with the least satisfaction still saw an increase in satisfaction since last year. Customer service

Consistent with previous survey results, the most common method of contacting Council remains by phone (62.4 per cent) and visits in person (19.5 per cent). Almost one-sixth of contacts (14.1 per cent) were internet based (email, website, snap send solve, social media, and live chat). Overall satisfaction with customer service was 8.05 (excellent), an increase from 7.62 (very good) in 2015. The highest scoring aspects of customer service were; understanding language needs (8.83) and understanding cultural needs (8.63). The least satisfied were; speed of service (7.70), care and attention to enquiry (7.74), and access to relevant officer/area (7.74). Preferred method of communication

The preferred methods of communication for receiving information from or interacting with Council, even though they have decreased since last year remain as; articles in local newspapers (43.3 per cent down from 44 per cent), direct mail/letterbox drop of information (42.4 per cent down from 57.9 per cent), email (39.9 per cent down from 45 per cent), and a Council newsletter (35.4 per cent down from 44.1 per cent). There was an increase in the number of people that preferred interacting with Council via Council’s website/live chat (25 per cent up to 31 per cent) and via social media (17.3 per cent up to 20.1 per cent). Planning and housing development

When participants were asked if Council should facilitate increased residential development, as required by the State Government, 40.5 per cent agreed and 41.3 per cent disagreed while 18 per cent were unsure or could not say. In relation to the satisfaction with aspects of planning, overall there has been a slight decrease since 2015 (6.37 down from 6.46). Increases were seen however within the elements of design of public spaces (6.80 up to 7.05) and opportunity to participate in strategic planning (6.22 up to 6.35), scale/density of buildings (6.16 up to 6.17). Decreases were seen in the protection of local heritage (6.81 down to 6.63), communication during the planning process (6.59 down to 6.30), and no change was seen within appearance and quality of new developments (6.38 down to 6.38). Satisfaction with these elements varies greatly when separating those that are applicants from those that are objectors.


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Perceptions of safety

The perception of safety in public areas of Hobsons Bay slightly increased in 2016, marginally higher than the 2015 Metropolitan Melbourne average and similar to that of the Western Region. Within Hobsons Bay the perceptions of safety in and around local shopping areas, travelling on and waiting for public transport, and safety at night have all increased. Perceptions of safety during the day have remained stable with a score of 8.75 (excellent).

Environmental Issues Of the 800 people surveyed approximately one third of them were aware of Council’s activities to protect the environment. When asked what they thought were the most important elements of environmental issues, all scored very high and higher than when asked in 2014. The most important environmental elements were protecting and conserving the natural environment (scoring 9.02) followed by improving the water quality of local creeks, lakes, waterways and wetlands (scoring 8.92) and diverting more waste from landfill (8.79). Reducing Council’s greenhouse gas emissions and water consumption was also important to the community, scoring 8.62 and 8.54 respectively. Access to non-Council facilities To support Council’s Advocacy Strategy, every two years Council asks how satisfied and important access to health services, public transport and schools are to residents. Since 2014 the importance of these three services has dropped slightly, however they are still considered very important (9.34, 9.32, and 9.30 respectively). In relation to residents’ satisfaction with these services, they have all slightly increased, however there was a significant increase with the satisfaction of access to public transport (7.94 up from the 2014 score of 7.16). Food security

Residents surveyed were asked “in the last 12 months were there any times that your household ran out of food and could not afford to buy more?” Approximately one per cent of respondents reported that their household had run out of food or were unable to afford to buy more which is similar to the results seen in 2014. Healthy living

Participants were asked a range of questions to gauge liveability in Hobsons Bay. Since 2014 there have been slight increases in the agreement with the following statements; there are enough opportunities for people in my local area to exercise (8.24 up to 8.39), I can easily walk to destinations and amenities in my neighbourhood (8.29 up to 8.37), my local community buildings and services are accessible for people with a disability (7.97 up to 8.12, however households with a disability rated this as 7.57), and there are enough opportunities to connect socially with people in the local area (7.56 up to 7.76). Statements that decreased were; I can easily access fresh fruit and vegetables in my local area (8.56 down to 8.50), while the statement; I can get help from friends, family and or neighbours when needed remained relatively similar (8.26 to 8.25). Hobsons Bay 2030 With the development of Council’s first community vision, the survey included two questions; “what do you value about living in Hobsons Bay?” and “what would you like to change?” Most common responses to what people value about where they live included: closeness to Melbourne CBD, the coastal location, closeness to shops, sense of community, parks/gardens/open space and good public transport networks.


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In relation to what residents would like to see changed in the future the most common responses included: traffic management, building/housing/planning and development aspects, road maintenance and repairs. Council rates Respondents were asked what they believed was the most appropriate for the City of Hobsons Bay in relation to rates.

over half of the respondents (56.4 per cent) were of the view that “Council rates should be capped at CPI and state and federal governments should fund the service and infrastructure gaps”

fewer respondents (12.4 per cent) were of the view that “there should be no capping of rates, allowing Council to continue to set rates based on the future needs for services and infrastructure of the Hobsons Bay community”

respondents (10.4 per cent) were least of the view that “Council rates should be capped at CPI even if that means local services and infrastructure needs cannot be met”

just over one fifth of respondents (20.9 per cent) could not or would not say

Strategic Alignment




Policy

The results of the 2016 Annual Community Survey will support the monitoring of current Council policies such as the Community Health and Wellbeing Plan, as well as support the development of future polices and support service planning activities.


The ACS is a legislated requirement under the Local Government Performance Reporting Framework. Information collected from the survey will be publically available on the “know your Council website” and reported in the annual report.


The cost of undertaking the annual community is included within operational budgets. The results of the survey supports Council to understand service improvements and community needs which could result in financial implications. These would need to be addressed through service reviews.


The ACS measures community satisfaction across the built, natural, social, cultural and economic environments. These results support Council to understand current and future community needs.


The ACS is conducted in line with the principles of the Community Engagement Framework, with the aim of seeking community views and opinions to support and have input into decision making.


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9.3.5 Community Engagement Framework Progress Report 2015-16

Directorate: Strategic Development Appendix: 9 3rd Pink

Purpose

To provide Council with an update on the implementation of the Community Engagement Framework 2015 and the subsequent community engagement function.

Recommendation

That Council note the Community Engagement Framework 2015-16 Progress Report.

Summary

In striving towards a culture of community engagement organisational change takes time.

The first nine months of implementation of the Community Engagement Framework 2015 has resulted in a greater awareness of the benefits of appropriate and effective community engagement for many across the organisation, however there is more work to be done.

The next twelve months brings about many challenges as we head into a rate capped environment. Community engagement continues to be pivotal to working effectively in this environment. The introduction of the rate cap in 2016-17 will place the greatest burden and scrutiny on the Council’s current planning and accountability processes.

In light of the challenges Council is currently grappling with and will face in the future, community engagement is a required function of Council. Together with best practice, expert knowledge it needs to sit in the centre of all decision making. Continuing to build the capacity of all staff to effectively engage with the community they work for will ultimately build better outcomes within our community.

Background

In June 2015 Council adopted the Community Engagement Framework 2015 (the framework). The framework defines Council’s commitment to the community and outlines the community engagement principles that drive Council’s engagement practices. It includes a policy, guidelines for staff and a toolkit.

Through the framework Council acknowledges the importance of building relationships with the community and welcomes ongoing conversations to improve decision making processes and Council effectiveness. Embedding a culture of community engagement within the organisation provides an opportunity to work with the local community in a positive and proactive way.

The development of the framework stemmed from a need for the organisation to have consistency in their community engagement practices. Before the development of the framework community engagement was undertaken in many formats across the organisation, perhaps lacking consistency of approaches or coordination of activities. This resulted in varied outcomes in engagement from highly successful with support from the community through to less successful outcomes.

In implementing the framework, it was identified that there needed to be a focus on:

building an organisational culture of community engagement

providing consistency in community engagement methods


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In working towards these aims Council contributed resourcing to the establishment of a community engagement function which commenced in October 2015.

Discussion

Effective community consultation and engagement allows the community to have a say, enables them to express any concerns early in project development, identify solutions, increases community awareness, demonstrates organisational commitment to listening to community and stakeholders, and brings transparency to decision making processes. The aim of the Community Engagement Progress Report (appended) is to provide a snapshot of the Council’s community engagement function to date. There has been a number of achievements over the last nine months which have included; an increase in registered participants in Participate Hobsons Bay from 266 to 466; an unprecedented level of engagement in the 2016-17 budget process; commencement of an innovative and best practice community engagement process in the development of Hobsons Bay 2030; and a steady positive increase in satisfaction with community engagement in the Annual Community Survey. This has been achieved through having additional resources to increase internal awareness of the importance of building appropriate and good quality community engagement processes from the start of projects and decision making while providing a professional environment to question as well as continuously improve processes.

Strategic Alignment



Policy

This report provides a progress report on the implementation of the Community Engagement Policy 2015.


The Local Government Amendment (Performance Reporting and Accountability) Act 2014

requires that, from July 2015, each local government authority report on the existence and application of their community engagement policies and guidelines in accordance with the relevant legislation.


This report provides a snapshot of the achievements of Council’s community engagement function to date. It is evident in analysing the progress that much of it will require continued resourcing if it is to continue.

The level of work so far produced indicates that the resourcing of the community engagement function is currently at the right level and should remain as such into the foreseeable future. In light of this, the ongoing resourcing of Council’s community engagement function will continue to occur within the existing operational budget of Strategy and Advocacy Department.


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Through the implementation of an effective organisational Community Engagement Framework Council will have a better understanding of the current and future community needs within the built, natural, economic, and social environments across Hobsons Bay. Furthermore Council will be able to build on existing networks and engage further community and stakeholders to work towards addressing these needs.


Initial consultation has occurred across the organisation with managers, coordinators and team leaders to review the implementation of the Community Engagement Framework. In addition the Annual Community Survey continues to monitor community satisfaction with Council’s engagement.

Consultation and monitoring of the framework will continue throughout its implementation.






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10 Supplementary Public Question Time

Supplementary public question time provides an opportunity for the public to ask questions directly related to items on the agenda that have arisen during the evening’s proceedings.

Where it is not possible to provide a response during the meeting, a written response to the question will be provided promptly.

Written public questions received during the Council meeting that are not related to items on the agenda will be taken on notice and responded to in writing by the appropriate Council officer, or referred to the next Ordinary Council meeting for a public response if so requested by the questioner.

11 Urgent and Other Business

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