Council Minutes - 27 October 2009 - City of Greater Geelong

MINUTES 

ORDINARY MEETING OF COUNCIL 

Tuesday, 27 October 2009 

Held at the 

Council Conference and Reception Centre 

City Hall, Little Malop Street, Geelong 

commencing at 7.10 p.m. 

COUNCIL: 

Cr. J. Mitchell 

- Mayor 

(Communications / Sport and Recreation) 

Cr. B.H. Abley (Arts and Culture) 

Cr. J Doull (Environment and Sustainability / Climate Change) 

Cr. J. Farrell (Democracy and Governance / Education and Youth) 

Cr. K. Fisher (Community Development) 

Cr. C. Granger (Rural and Regional Affairs / Indigenous Affairs) 

Cr. B. Harwood (Tourism / Major Events / Strategic Development) 

Cr. A. Katos (Planning / Finance) 

Cr. Dr. S. Kontelj (Major Projects) 

Cr. R. Macdonald (Economic Development) 

Cr. A. Richards (Transport and Infrastructure / Parks and Gardens) 

Cr. D.J. Saunderson

SECTION A - PROCEDURAL MATTERS 

Apologies ................................................................................................................1 

Confirmation of Minutes ...........................................................................................1 

Declarations of Conflicts of Interest..........................................................................1 

Question Time..........................................................................................................1-4 

Petitions ...................................................................................................................4 

SECTION B – REPORTS 

1. Disability Action Plan 2009-2013 .................................................................................5-8 

2. City of Greater Geelong Council Representatives on Geelong Heritage 

Centre Committee of Management..............................................................................9-13 

3. Geelong Future Cities – Geelong Library & Heritage Centre .......................................14-20 

4. Queens Park Master Plan............................................................................................21-27 

5. Draft King Lloyd Reserve Master Plan .........................................................................28-34 

6. Draft Ervin Reserve Master Plan .................................................................................35-40 

7. Reallocation of Funds from Belmont Criterium Construction Project to 

South Barwon Cricket Club Pavilion Improvements – Power Upgrade.........................41 

8. Review of Road Management Plan..............................................................................42-45 

9. Proposed Road Discontinuance of South Portion Myles Place, South 

Geelong.......................................................................................................................46-49 

10. Notice of Motion – Councillor Community Grants Program .........................................50 

11. Urgent Business – Regional Development Australia Committee..................................51

Greater Geelong City Council 27 October 2009 

Minutes of Ordinary Meeting 

SECTION A – PROCEDURAL MATTERS Page 1 

MINUTES OF THE ORDINARY MEETING 

OF THE GREATER GEELONG CITY COUNCIL 

HELD AT THE COUNCIL CONFERENCE AND RECEPTION CENTRE 

CITY HALL, LITTLE MALOP STREET, GEELONG 

TUESDAY, 27 OCTOBER 2009 

COMMENCING AT 7.12P.M. 

PRESENT: 

Cr J Mitchell (Mayor), Crs B H Abley, J Doull, K Fisher, C Granger, 

B Harwood, A Katos, S Kontelj, A Richards 

Also present: 

OPENING: 

S Griffin (Chief Executive Officer), J Wall (Acting General Manager 

Corporate Services), K Sullivan (General Manager Development 

Sustainability), D Frost (General Manager City Services, Infrastructure and 

Recreation), I McGinnigle (General Manager Community Services), 

S Wright (General Manager Major Projects), J Brown (Acting Manager 

Marketing and Administration), K Paton (Manager Arts and Culture), 

M Beasley (Geelong Heritage Centre Manager), K Pritchard (Manager 

Aged and Disability Services), J Bleazby (Governance Co ordinator), 

J Merlo (Senior Media Officer) 

The Mayor declared the meeting open at 7.12pm 

APOLOGIES: 

Crs J Farrell, R Macdonald and D Saunderson (Leave of Absence) 

CONFIRMATION OF MINUTES: 

Cr Fisher moved, Cr Abley seconded - 

That the Minutes of the Ordinary Meeting held on 13 October 2009 be confirmed and 

signed. 

Carried. 

DECLARATIONS OF CONFLICTS OF INTEREST: 

Cr Harwood declared a Conflict of Interest in Agenda Item 4 – Queens Park Master 

Plan in that he is a life member of Geelong Amateur Football & Netball Club located 

at Queens Park. 

QUESTION TIME: 

Lex Gugger asked a question in relation to McAdam Park and how weeds are to be 

controlled on 118ha when the current 12ha are a disgrace now. A drive out the 

Hamilton Highway to look at the south west boundary is the area referred to. Weed 

control is a menace to farmers in the area. If the City of Greater Geelong takes title of 

part of McAdam Park as proposed, how does it propose to control weeds and other 

problems? 

Dean Frost, General Manager City Services, Infrastructure and Recreation, responded 

that the land in question will be leased to Motorcycling Australia and all environmental 

considerations will be subject to permit conditions as required by the Surf Coast Shire.




QUESTION TIME (CONT’D) 

Kevin Butler asked a question in relation to McAdam Park. As a condition of Council’s 

$660,000 land purchase, how is the facility management structured and who is 

representing the Geelong Motorcross Club? 


that Council’s resolution 25 August 2009, required a facility management structure (the 

McAdam Park Management entity), that includes Geelong Motorcross Club 

representation is established to Council’s satisfaction. 

Sheryl Goatman, spokesperson, Township of Lara Care Group (T.L.C) addressed 

Council as follows: 

1) Why is the Lara Structure Plan 2009 up for public submission at the end of this 

year? The mid November/December period disadvantages the Lara Community 

due to the festive season in December. We request that public submission process 

for the Lara Structure Plan to be commenced next year after the holiday period to 

offer the Lara community a more fair and reasonable process to submit their 

concerns. 

Kate Sullivan, General Manager, Economic Development and Planning responded the 

question would be taken on notice and a written response forwarded. 

2) Is it a regular planning practice to have a 30 day submission period? The previous 

structure plan process in 2006 was for a 60 day period. Why is this process for 

only a 30 day period? 

Kate Sullivan, General Manager, Economic Development and Planning responded that 

30 days is the minimum period for submissions, however, the question would be taken 

on notice and a written response forwarded. 

The Mayor asked if a 60 day period was granted, would Sheryl Goatman be happy with 

a submission process commencing mid November? Sheryl Goatman responded, no 

that it should be in the New Year after the holiday period. 

Graham Gittins asked questions in relation to the Lara Structure Plan and C73 

Caddy’s Lane Development. The Lara Structure Plan is still not open for public 

consultation along with the structure plan Amendment C73 the Caddy’s Road 

development is also up for public considerations. 

Why would I therefore be sent a draft agreement under section 173 of the Planning and 

Environment Act 1987? This proposal has not gone before Council and yet I am being 

sent draft documents that would indicate decisions have been made. How do you 

explain this please? 

Kate Sullivan, General Manager, Economic Development and Planning responded the 

questions would be taken on notice and a written response forwarded.





Barrie Kinnersly addressed Council relation to the C73 amendment to Lara Structure 

Plan as follows: 

Councillor Granger responded at the Council Meeting on 25 August 2009 that plans for 

a town meeting in relation to the C73 amendment to the Lara Structure Plan….’were 

already underway’. Approximately 8 weeks later there has not been any details 

provided of this town meeting. Lara residents have the overwhelming feeling that we 

are not being independently represented in relation to this matter by Councillor elected 

for the Windermere Ward. 

Would the Council please respond? 

Cr Granger assured Mr Kinnersly that he was an independent representative for the 

Windermere Ward. When the period of public consultation is announced, there will be 

public meetings, emailed invitations and notification in the local media. 

Colin Wallace drew attention to the Geelong Advertiser and Council website articles 

relative to the resignation of Peter Reeve, General Manager City Services, and 

subsequent advertising of the position. 

If Peter Reeve had use of a Council owned car and fuel card after his first resignation 

on 19 December 2008 and prior to his re-employment of 23 February 2009, wouldn’t 

this improper use of ratepayers’ and other citizens’ money be the responsibility of the 

General Manager of Corporate Services at the time, Stephen Griffin, who at least at the 

time the advertisement was posted, was operating under the authority of the Acting 

Chief Executive Officer, Stephen Griffin? 

If there were now to be an investigation of this ‘staff matter’, wouldn’t it involve the 

Chief Executive Officer or someone under his authority investigating himself? 

Would Councillor consider the significance of what has been a concerted attempt since 

at least 2 April this year right up until the written response of the present Acting 

General Manager of Corporate Services to my question at the Council Meeting two 

weeks ago to lead you and the public to think of Peter Reeve’s employment with the 

City of Greater Geelong between 13 September 2004 and 9 April 2009 as being 

uninterrupted, consequently erasing from history the period between 19 December 

2008 and 23 February 2009 when Mr Reeve was not employed by Council and thus 

erasing from history the issue of whether any use by Mr Reeve of a Council owned car 

and fuel card during this two month period was improper? 

The Mayor responded the question would be taken on notice and a written response 

forwarded. 

Mary Wallace addressed Council as follows: 

Would Council confirm that Peter Reeve resigned on 19 December 2008? Would 

Council please note that I am not asking Council to confirm that Peter Reeve resigned 

on 9 April 2009? 

If there is no privacy issue in disclosing that Peter Reeve resigned on 9 April 2009, how 

can there be a privacy issue in disclosing that he resigned on 19 December 2008? 

The Chief Executive Officer, Stephen Griffin responded the question would be taken on 

notice and a written response forwarded.





Tony Redden asked the following questions in relation to McAdam Park. Now that 

Motorcycling Australia has withdrawn the re-zoning application with the Surf Coast 

Shire, for McAdam Park, is Council going to consider the withdrawal of ratepayer’s 

funds from this project? Based on the fact that the proposal the City of Greater 

Geelong was sold, is no longer in existence, and those who will control McAdam Park 

have no idea what they intend to do with it? How can the City of Greater Geelong 

continue with its plan to allocate funds to McAdam Park. 


that Council had yet to provide funds and that there were specific conditions associated 

with the allocation of these funds as per Council resolution 25 August 2009. 

Ian Kelly addressed Council as follows: 

The Council resolution to allocate $660,000 to the McAdam park project had several 

conditions. One being that council’s funds are not released unless and until all 

necessary funding to purchase McAdam Park has been secure prior to 30 October 

2009 and funding partners notified to Council. 

Given today is 27 October 2009, has all the necessary funding been secured? 

The Mayor responded that it was his understanding that funding had been secured. 

If funding has been secured who are the funding partners? 

The Mayor responded that this was not for Council to disclose as it was between other 

parties. 

PETITIONS 

Cr Harwood presented a petition in relation to traffic lights at the Grove Road/Torquay 

Road, Grovedale intersection.



SECTION B - REPORTS Page 5 

1. DISABILITY ACTION PLAN 2009-2013 

Portfolio: 

Source: 

General Manager: 

Index Reference: 

Community Development - Cr Fisher 

Community Services – Aged & Disability Services 

Irene McGinnigle 

Subject: Community Services – Disability 

Summary 

• There are approximately 42,000 people (20% of the population) with a disability in 

the City of Greater Geelong (Australian Bureau of Statistics). 

• The Victorian Disability Act 2006 has made it a statutory requirement for all public 

sector bodies in Victoria, including Councils, to develop and implement Disability 

Action Plans (DAPs) to reduce discrimination of people with disabilities in the 

areas of goods, services and facilities, employment, community participation and 

attitudes and practices. 

• Section 38 of the Disability Act 2006 specifies that a public sector body must 

ensure that a Disability Action Plan is prepared for the purpose of: 

• Reducing barriers to persons with a disability accessing goods, services 

and facilities; 

• Reducing barriers to persons with a disability obtaining and maintaining 

employment; 

• Promoting inclusion and participation in the community of persons with a 

disability; 

• Achieving tangible changes in attitudes and practices which discriminate 

against persons with a disability. 

• The City of Greater Geelong’s 2009-2013 DAP identifies actions under the above 

four areas, (goods and services; employment; inclusion and participation; attitudes 

and practice) through which to improve access and inclusion and the rights of 

people with disabilities in the City of Greater Geelong. 

• The plan seeks to establish a whole-of-Council approach to the issue of disability 

access and inclusion, which includes incorporating access and inclusion issues 

into every relevant strategic policy document. 

• Council is required to report on the implementation of the Disability Action Plan in 

its annual report. 

• The Act provides for the establishment of an independent Disability Services 

Commissioner who has powers to investigate and conciliate complaints about 

Disability Services and the establishment of the Office of the Senior Practitioner 

which is responsible for ensuring that the rights of people who are subject to 

restrictive interventions and compulsory treatment are protected. 

Cr Fisher moved, Cr Abley seconded - 

That Council adopt the Disability Action Plan 2009- 2013. 

Carried.




1. DISABILITY ACTION PLAN 2009-2013 (CONT’D) 

Report 

Background 

Council has had an effective Disability Action Plan (DAP) since 2002. The DAPs have 

gone through various iterations and have responded to the requirements of the 

Disability Discrimination Act 1992, the Local Government Act 1989, the Equal 

Opportunity Act 1995 and the Disability Act 2006, the latter, which came into effect 1st 

July 2008. 

The latest DAP as attached, is for the period 2009-2013. It has been developed by the 

Rural Access Unit of the Aged and Disability Services Department in consultation with 

all relevant departments within Council and in consultation with Council’s Disability 

Advisory Committee (DAC). 

The adoption of the Plan extends the commitments of Council made in the first 

Disability Action Plan and promotes the policy statement that: 

“The City of Greater Geelong is committed to the goal of a community that is fully 

accessible and inclusive of people of all abilities. 

The principles underpinning this policy are: 

• A person with a disability is an individual who cannot be simply defined by their 

disability. 

• People with disabilities have the same rights of equal and equitable access to 

services and facilities as every other community member. 

• Changes to the physical and social environment are necessary to remove 

barriers to access and inclusion.” 

Discussion 

The Disability Action Plan responds to the four areas of inclusion in a practical and 

measurable way. The actions listed are included in departmental business plans and 

headline activities are reported upon in Corvu. 

In the area of making Council’s activities and services more accessible, the actions 

include; reviewing the list of completed access audits of Council’s community and 

corporate facilities in relation to eliminating any physical barriers to access; providing 

Council meeting minutes and agendas in accessible online formats on the Geelong 

Australia Website and undertaking further works to ensure the Geelong Australia 

Website is W3C (World Wide Web Consortium) ‘Best Practice’ compliant. It is 

proposed to provide support for persons with a disability to participate in Council 

meetings and consultations by provision of attendant care or Auslan interpretation; and 

continue to resource the Disability Advisory (DAC) and Street Access Advisory (SAC) 

Committees.





The next area of activity is around improving access to employment opportunities for 

people with disabilities. Without access to employment, full participation and choice in 

the social and economic life of the community is denied. The actions include Council 

introducing the ‘Disability Action Plan 2009 – 2013’ into staff induction packages and 

enabling managers when recruiting, training and equipping employees who have a 

permanent or temporary disability. This may include ‘’reasonable adjustment’’ being 

made in the workplace. Further, regular training in disability awareness will be offered 

to staff through a variety of media. 

The third area of the plan revolves around creating a community culture of inclusion. 

Actions include; participation in the annual ‘International Day of Disability’ celebrations; 

hosting appropriate community and civic functions; promoting local and regional forums 

that increase disability inclusion and awareness and providing Council documents in a 

range of accessible communication and language formats, e.g. Braille, large print, 

audiotape and ‘Easy English’ upon request. Further, Council Meetings will continue to 

be made accessible with availability of attendant care, hearing loop and accessible 

venues. 

The fourth action area involves creating a change in the culture of the community and 

removing discrimination. This will involve; making minor changes to Council’s customer 

service, marketing and promotion including monitoring of any access and equity 

complaints; enabling customer feedback modes such as email, telephone, hearing 

loop, Braille and easy to read documents. Companion Card procedures will be 

refreshed and managers and supervisors will be consulted regarding access and 

inclusion training needs. 

The Disability actions are all listed with measurable outcomes. The results will be 

reported to Council and the DAC annually. 

Environmental Implications 

There will be physical impacts on the environment where it is necessary to modify or 

provide facilities that improve access for people with disabilities. These physical 

changes will in turn improve access for all community members. Impacts on the 

environment, including energy use and green house gas emissions will be lessened 

when accessible services and facilities are planned from the outset. 

Financial Implications 

Strategies outlined in the Action Areas of the 2009-2013 Disability Action Plan are 

generally within current business unit budgets. 

As part of the commitment to equity of access to services and facilities, Council will be 

required to continue to ensure adequate funding for the implementation of the 2009- 

2013 Disability Action Plan and future plans. 

Ongoing savings will be achieved by ensuring that access requirements are considered 

and addressed during the initial planning and construction phases of all projects, 

thereby eliminating the costly remedial activity.





Policy/Legal/Statutory Implications 

The Victorian Disability Act 2006 requires that all services and facilities are accessible 

to people with disabilities and also that planning approvals conform to this Act. The 

requirements of the Victorian Disability Act 2006 are reflected in the Disability Action 

Plan 2009-2013. 

Officer Direct or Indirect Interest 

No officer involved in the preparation of this report has any direct, indirect or personal 

interest in the subject of this report beyond the general benefit that will accrue to all 

residents and visitors to the City of Greater Geelong. 

Risk Assessment 

The 2009-2013 Disability Action Plan will enable Council to address its statutory 

requirements and the Disability Action Plan may also be viewed as a mitigating 

circumstance in any instance of a claim. 

Social Considerations 

It is anticipated that there will be considerable ongoing positive impact on people in the 

community with disabilities and their families as the DAP is implemented. It is also 

expected that there will be a flow on to the wider community of understanding and 

consideration for the inclusion of people with disabilities in all aspects of community 

life. Implementation of the plan promotes the development of sustainable 

organisational structures to help minimise access and inclusion issues. There will be 

enhanced opportunities for people with disabilities to participate in community life and 

for the community to be enriched by their inclusion. In addition, providing equal access 

will greatly benefit the growing proportion of ageing residents in the City of Greater 

Geelong. 

Communication 

Progress reports on the 2009-2013 Disability Action Plan will provide an opportunity for 

Council to showcase its ongoing commitment and leadership to the community, its 

commitment to consult with people as well as to work towards building equity of access 

and inclusion in the community.

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2. CITY OF GREATER GEELONG COUNCIL REPRESENTATIVES ON 

GEELONG HERITAGE CENTRE COMMITTEE OF MANAGEMENT 

Portfolio: 

Source: 



Heritage – Cr Granger 

Community Services – Arts & Culture 


Subject: Arts & Culture/Heritage 

Customer: Geelong Heritage Centre 

Summary 

• The purpose of the report is to appoint representatives to six positions allocated to 

the City of Greater Geelong on the Geelong Heritage Centre Committee of 

Management, as the current term of appointed representatives will expire on 1 

November 2009. 

• At the Council Meeting of 16 December 2008, Cr Cameron Granger was appointed 

as Council’s representative to the Heritage Centre Committee of Management, 

thus filling one of the seven positions. 

• At the Council Meeting of 28 August 2007, the Manager Arts and Culture, 

Coordinator Records, plus the CEO of the Geelong Regional Library Corporation 

were appointed to fill three positions as Greater Geelong City Council 

representatives, for a term to expire on 1 November 2009. 

• At the Council Meeting of 28 August 2007, Ms. Sheila Dawson, Mr. Vernon (Mick) 

Robinson and Mr. Jim Fidge, were appointed as the remaining three Greater 

Geelong City Council representatives, for a term to expire on 1 November 2009. 

• The Geelong Heritage Centre and City Library Report presented at the meeting of 

Council on 16 December 2008, detailed resolutions adopted by the Geelong 

Heritage Centre Committee of Management which included change of the 

governance structure from the Committee of Management to the GRLC Board with 

the proposed future integration of the Library and Heritage Centre. 

• As the plans and processes continue to be developed to facilitate the integration of 

the Heritage Centre and Library, continuity of the Greater Geelong City Council 

representation on the Geelong Heritage Centre Committee of Management 

through re-appointment of current representatives, will greatly benefit the 

Committee in the next phase of work required. 

• It is therefore proposed that the City of Greater Geelong Manager Arts and 

Culture, Coordinator Document Management and Chief Executive Officer Geelong 

Regional Library Corporation be re-appointed as City of Greater Geelong Council 

representatives on the Geelong Heritage Centre Committee of Management. 

• It is also proposed that Ms. Sheila Dawson, Mr. Vernon (Mick) Robinson and Mr. 

Jim Fidge be re-appointed as the remaining three City of Greater Geelong Council 

representatives on the Geelong Heritage Centre Committee of Management.





GEELONG HERITAGE CENTRE COMMITTEE OF MANAGEMENT (CONT’D) 

Cr Granger moved, Cr Abley seconded - 

That Council: 

1) confirm the re-appointment of the City of Greater Geelong Manager Arts and 

Culture, Coordinator Document Management and the Chief Executive Officer 

of the Geelong Regional Library Corporation as City of Greater Geelong 

Council representatives on the Geelong Heritage Centre Committee of 

Management. 

2) confirm the re-appointment of Ms. Sheila Dawson, Mr. Vernon (Mick) 

Robinson and Mr. Jim Fidge as City of Greater Geelong Council 

representatives on the Geelong Heritage Centre Committee of Management. 

3) note that the appointments will expire on 30 June 2012 or at such point in 

time within the term of their appointment, that integration of Geelong Heritage 

Centre with Geelong Regional Library Corporation commences. 

Carried. 

Report 

Background 

The Geelong Heritage Centre started operations in 1979 as the Geelong Historical 

Records Centre. The Centre’s legal base is a Victorian 1970 Supreme Court Order to 

create the establishment of the Centre from Trust funds under the Charities Act, as a 

permanent memorial to the 1951 Jubilee of Federation, and the Separation of Victoria 

from New South Wales. 

The Geelong Historical Record Centre changed its name to the Geelong Heritage 

Centre in 2003. There have been two agreements between the City of Greater 

Geelong, and its predecessors, and the Committee of Management of the Geelong 

Heritage Centre, formerly Geelong Historical Records Centre – the first being the 1970 

Supreme Court Order and the second being the 1995 Agreement. 

Under the 1970 Court Order the Committee was to comprise two persons representing 

the City of Geelong, one person representing the Geelong Regional Library, one 

person representing the Geelong Branch of the National Council of Women, three 

persons representing the Geelong Historical Society, and one person representing the 

following municipalities as desired to be represented namely, the Shires of 

Bannockburn, Barrabool, Bellarine, South Barwon and Corio, and the Cities of 

Geelong, Geelong West and Newtown. Council amalgamation in 1993 resulted in six of 

the above Councils being absorbed into the new City of Greater Geelong Council. 

Following the 1993 Council amalgamations and stated in the 1995 Agreement, the 13 

members of the Geelong Heritage Centre Committee of Management are as follows: 

• City of Greater Geelong – 7 representatives (giving it a majority of 1) 

• Surf Coast Shire – 1 representative 

• Golden Plains Shire – 1 representative 

• Geelong Historical Society – 3 representatives 

• Geelong Branch of the National Council of Women – 1 representative






The 1995 Agreement requires that representatives to the Committee of a party being a 

Municipal Council shall be appointed by the Council they represent. The representative 

shall hold office for such period as may be determined by the appointing council but no 

longer than three years provided that they may be reappointed. 

At the Council Meeting of 16 December 2008, Cr Cameron Granger was appointed as 

Council’s representative to the Heritage Centre Committee of Management, thus filling 

one of the seven positions. 

Surf Coast Shire and Golden Plains Shire representative appointments to the Geelong 

Heritage Centre Committee of Management were made and advised in writing 

subsequent to the 2008 Victorian Municipal elections. 

Seven representative positions on the Geelong Heritage Centre Committee of 

Management are allocated to the City of Greater Geelong Council and provide for a 

majority of one on the Committee. With seven positions to fill on the Committee of 

Management, it was previously decided to open up membership to members of the 

community. The terms of reference for representatives appointed by the City of Greater 

Geelong Council are attached in Appendix 2-1. 

Discussion 

During the current term of the Greater Geelong City Council representative’s 

appointment, the Committee of Management for the Geelong Heritage Centre has 

worked collaboratively in several strategic planning sessions. At the meeting of 29 

September 2008, the Committee adopted three resolutions to facilitate the transition of 

the governance and operations of the Heritage Centre, as a result of proposed 

integration with the Geelong Regional Library Corporation. 

The Committee of Management has provided valuable contribution throughout the 

process that has seen the creation of the Cultural Precinct Masterplan. 

The current two year term of appointment for Greater Geelong City Council 

representatives is due to expire on 1 November 2009 and continuity of representation 

on the Heritage Centre Committee of Management will enhance the work done thus 

far, and support the key steps toward integration in the future. 

The City of Greater Geelong, Manager Arts and Culture, Coordinator Document 

Management and the CEO of the Geelong Regional Library Corporation as Greater 

Geelong City Council Representatives on the Geelong Heritage Centre Committee of 

Management, are able to continue as Committee Members with appointment for a new 

term to expire on 30 June 2012 or at such point in time within the term of their 

appointment that integration of Geelong Heritage Centre with Geelong Regional Library 

Corporation commences. 

Ms. Sheila Dawson, Mr. Vernon (Mick) Robinson and Mr. Jim Fidge as Greater 

Geelong City Council Representatives on the Geelong Heritage Centre Committee of 

Management and whose term will expire on 1 November 2009, have all expressed their 

personal desire to extend their current term, with re-appointment to a new term to 

expire on 30 June 2012, or at such point in time within the term of their appointment 

that integration of Geelong Heritage Centre with Geelong Regional Library Corporation 

commences. 

Appointment to a term to finish on 30 June 2012 or at such point in time within the term 

is within the scope of permissible tenure for appointments in the 1995 Agreement.







There are no specific environmental implications for Council in the adoption of this 

report. 


There are no financial implications for Council in the adoption of this report. 


The policy, legal and statutory implications of the report are in accordance with the 

Geelong Heritage Centre 1970 Victorian Supreme Court Order and the 1995 

Agreement. 


There is no direct or indirect interest by Council Officers involved in the preparation of 

this report. 


The Greater Geelong City Council Representatives on the Geelong Heritage Centre 

Committee of Management will be fully briefed on their roles and responsibilities. 


The inclusion of Greater Geelong City Council Representatives on the Heritage Centre 

Committee of Management will support the social benefits that the Heritage Centre 

brings to the community. 

Communication 

Successful appointees will be notified by mail.




Appendix 2-1 

TERMS OF REFERENCE: GEELONG HERITAGE CENTRE COMMITTEE OF 

MANAGEMENT – CITY OF GREATER GEELONG REPRESENTATIVES 

Criteria 

Greater Geelong City Council Representatives will: 

• Live, work or study within the municipality of Geelong; or 

• Demonstrate a strong connection to the Geelong Heritage Centre; 

• Be able to demonstrate an active interest in the historical records of the 

Geelong Region; 

• Be an Australian citizen; 

Term of Appointment 

• The term of appointment will expire on 30 June 2012 or at such time during the three year 

term that the proposed integration of the Geelong Heritage Centre and the Geelong 

Regional Library Corporation commences. 

Roles and Responsibilities 

Greater Geelong City Council Representatives will: 

• contribute to the strategic direction of the Geelong Heritage Centre; 

• act in accordance with the City of Greater Geelong City Plan and Councillor priorities; 

• abide by the City of Greater Geelong’s Values and Behaviours; 

• attend Committee of Management meetings, currently held on a bi-monthly basis, or as 

required; 

Failure to attend three meetings in a row will result in termination of membership of the 

Committee of Management.




3. GEELONG FUTURE CITIES – GEELONG LIBRARY & HERITAGE CENTRE 

Portfolio: 

Source: 



Arts and Culture - Cr Abley 

Heritage - Cr Granger 

Community Services – Arts & Culture 


Subject: Arts & Culture/Geelong Heritage 

Centre/Geelong Regional Library Corporation 

Summary 

• The purpose of this report is to update Council on the status of the business case 

process for the proposed integrated Geelong Library & Heritage Centre, part of the 

Geelong Future Cities project; 

• On 30 th October 2006 the Minister for Major Projects announced a $500,000 jointly 

funded Masterplan project between the State Government and the City of Greater 

Geelong, to investigate a number of potential cultural, arts and commercial 

projects for the City; 

• The project objectives were to develop a long term staged, comprehensive Cultural 

Precinct Masterplan to secure the consolidation, further development and 

expansion of the Precinct including the identification of viable projects for 

preparation of a business case; 

• The Masterplan Vision is: “to create a cultural precinct that enlivens the cultural life 

of the people of Greater Geelong and its visitors, that is widely regarded as a 

quality destination providing a high level of cultural offerings through a range of 

exciting, inclusive and engaging activities, events and facilities”; 

• The Geelong Cultural Precinct Summary Report completed in August 2007 states 

a new and greatly expanded central Library on its current site has the potential to 

be the primary magnet drawing the widest audience – citizens from all walks of life, 

all ages and all socio-economic groups; 

• The Cultural Precinct currently receives close to half a million users and visitors 

each year of which the Library attracts approximately half. The implementation of 

the Masterplan is expected to significantly increase this number with an integrated 

Library and Heritage Centre expected to attract 500,000 visits per annum; 

• In December 2007 the State Government endorsed the Masterplan, now titled 

Geelong Future Cities, and allocated funding of $7.86M for the implementation of 

Stage One; 

• Stage One consists of a major upgrade of the Old Courthouse Building and 

detailed planning work and business case development for a new integrated 

Geelong Library & Heritage Centre (GLHC) and the redevelopment of the Geelong 

Performing Arts Centre (GPAC); 

• The State Government’s Major Projects Victoria is managing the development of 

business cases for the GLHC and GPAC on behalf of Regional Development 

Victoria; a Project Control Group (PCG) has been established for each project; 

• The Steering Committee established in March 2007 is overseeing the project;





(CONT’D) 

• Intensive work has recently commenced on the Design Review Phase of the 

GLHC and GPAC business cases, of which the main objectives are: 

• To review the current Masterplan assumptions and, 

• Refine these as required (in the form of a revised conceptual framework); 

• Conceptual options are currently under development; 

• On the 30 th October 2009 the Steering Committee will be requested to note the 

progress of the GLHC and GPAC business cases, and note and endorse the 

conceptual frameworks that are proposed as a basis for the completion of the 

business cases; 

• The GLHC business case will be finalised in December 2009 and will include the 

identification and analysis of options including the capital and operational 

expenditure implications. A functional design brief will also be developed to assist 

in the detailed scoping of subsequent design phases; 

• The GLHC business case will form the basis for the development of a funding 

strategy. 

Cr Abley moved, Cr Kontelj seconded - 


1) commit to the replacement of the existing Geelong Library and Geelong 

Heritage Centre; 

2) note the progress of the Geelong Future Cities Geelong integrated Library 

and Heritage Centre business case; 

3) develop a funding strategy upon completion of the Geelong Library & 

Heritage Centre business case process. 

Report 

Carried. 

Background 

On 30 th October 2006 the Minister for Major Projects announced a $500,000 jointly 

funded Masterplan project between the State Government and the City of Greater 

Geelong, to investigate a number of potential cultural, arts and commercial projects for 

the City. The aim of this work was to develop a long term, staged, comprehensive 

Masterplan to secure the consolidation, further development and expansion of 

Geelong’s Cultural Precinct including the identification of viable projects for preparation 

of a business case. The development of the Masterplan was aimed at: 

• Encouraging a high level of day and night time activity through the design and 

development of a safe and ambient environment with improved access and 

linkage across the area and to adjoining precincts; 

• Stimulating private sector investment to provide a mix of appropriate 

commercial and cultural enterprises; 

• Attracting intra and interstate visitors to the precinct.





(CONT’D) 

The Masterplan process concluded that each of the existing cultural facilities and their 

activities are critical to the success of the Precinct and require expansion and/or 

redevelopment; 

A Steering Committee was established at the inception of the project with 

representatives nominated by the State Government and representatives nominated by 

the City of Greater Geelong. 

Current membership for the Committee is as follows; 

• Chair – Peter McMullin 

• Justin Hanney, Chief Executive, Regional Development Victoria 

• Brad Ostermeyer, Executive Director Infrastructure, Regional Development 

Victoria 

• Kathryn Lord, Acting Project Director, Major Projects Victoria 

• Dennis Carmody, Deputy Director, Arts Victoria 

• Kate Hardwick, Senior Project Manager, Geelong Transit City, Department of 

Planning and Community Development 

• Cr Barbara Abley, Portfolio Holder Arts and Culture 

• Steve Griffin, CEO, CoGG 

• Grant Sutherland, CEO, Gordon Institute of TAFE 

• Peter Dorling, Executive Officer, Committee for Geelong 

The key objective of the Steering Committee is to oversee the project, provide 

guidance and to ‘sign off’ proposals before they are presented to the State (or other) for 

further consideration. 

Discussion 

In the first half of 2009 a ‘Gateway Program Review’ process on the Masterplan project 

was conducted by the State Government’s Department of Treasury and Finance (DTF). 

This peer review process was undertaken to ensure the project was ‘on track’. Overall 

the project received a positive response. 

Following the announcement of the State Government funding for Stage One, Project 

Control Groups were established for the implementation of each of the funded aspects. 

The PCGs form a sub-set of the Geelong Future Cities Steering Committee. 

Business Case Process – GLHC 

The Library & Heritage Centre is undertaking a business case process for its 

redevelopment under project management by Major Projects Victoria (MPV) on behalf 

of Regional Development Victoria (RDV). The PCG includes representation from the 

Geelong Regional Library Corporation, Council and the State Government.





(CONT’D) 

The PCG has been meeting fortnightly to develop the strategic approach to the 

development of the business case. In early August 2009 a team of consultants were 

appointed to undertake the design review phase. As part of this process, the current 

Masterplan assumptions are being tested and a ‘reconfirmed’ conceptual framework is 

being developed to inform future building requirements. The testing of the Masterplan 

is critical, in the light of changes such as demographic forecasting. The demands 

analysis is also being refreshed. 

A Strategic Plan created specifically for the redevelopment of the GLHC has been 

completed as part of the process. 

In addition, the public realm adjacent to the GLHC (and GPAC) is being considered as 

part of the business case process. 

Following presentations to Council, the Geelong Regional Library Board, GPAC Trust 

and Geelong Heritage Centre Committee of Management on the conceptual framework 

process, the Steering Committee will meet on 30 th October 2009. At this meeting the 

Steering Committee will be requested to note the progress of the GLHC and GPAC 

business cases, and note and endorse the conceptual frameworks that are proposed 

as a basis for the completion of the business cases. 

Officers are ensuring synergies and opportunities between the Geelong Future Cities, 

Transit Cities project and Gordon Institute of TAFE Masterplan are considered, with 

regular meetings taking place between respective departments of State and Council. 


The development of the Cultural Precinct will be completed in accordance with State 

Government and CoGG requirements for environmentally sustainable developments. 

The development of any public space provides the opportunity to showcase 

environmentally sustainable practices to the community. It is intended that any new 

developments meet the highest energy and water efficiency standards and that the 

development of any heritage buildings be retrofitted to achieve the highest efficiency 

outcomes. ESD consultants, considered to be one of the best in their field, have been 

engaged to review the integrated Geelong Library & Heritage Centre as well as GPAC. 

They have recommended a holistic view of the precinct which in addition to providing 

recommendations for minimising the carbon footprint of the facilities, is anticipated to 

bring benefits for Johnstone Park. However a stand-alone approach will also be 

required for each facility. As a new building, the GLHC offers excellent scope for high 

ESD principles to be incorporated. 


The upgrade of the Old Courthouse Building has been the subject of outright funding of 

$6,565,000 by the State Government with Council providing in-kind support through 

project management.





(CONT’D) 

The cost to develop business cases for two components of the Masterplan – an 

integrated Geelong Library & Heritage Centre and redeveloped GPAC – is also being 

borne by the State Government through $1.3M funding and project management by 

MPV. 

The capital cost to develop the integrated GLHC is currently being reviewed as part of 

the business case process. It is expected funds will be required from external sources 

to undertake the project in addition to a Council contribution. 

As part of the next phase of the business case process the recurrent operational costs 

as well as the collection needs for the proposed integrated Geelong Library & Heritage 

Centre will be developed for Council consideration. 

It is worth noting that a recent New South Wales State Library Study into Public 

Libraries has found that the libraries generate economic benefits with at least $4.24 of 

value for each dollar expended (an amount considerably boosted by intangible 

benefits). It further found libraries generated $2.82 of economic activity for each dollar 

expended directly as operating or capital expenditure. The current Library and 

Heritage Centre visitation is close to 250,000 per year and is expected to at least 

double. 

The Masterplan proposes Public Realm works which include the replacement of 

Johnstone Park’s public lavatories and development of a kiosk. The inclusion of cafés 

in the Library & Heritage Centre and GPAC may make the kiosk and/or lavatories 

redundant. Costs for Public Realm work adjacent to each facility is being developed as 

part of the business case process. 

The business case process will be completed by the end of the year. Following 

completion a report, including financial requirements for capital, operational and 

collection needs, will be developed for Council’s consideration. A functional brief will 

also be developed to assist in the detailed scoping of subsequent design phases. The 

business case for the integrated Library & Heritage Centre will then provide the 

platform for a funding strategy, including Council contribution. The business case and 

functional brief will support future funding bids to external sources. 


The policies and strategies that relate to the Cultural Precinct Masterplan projects are 

the State Government’s Moving Forward (Improving Provincial Victoria) and Geelong 

Transit City, the G21 Regional Plan, the City of Greater Geelong’s Western Wedge 

Framework, and Council’s Cultural Strategy – Creativity +. 

At its meeting of 22 nd September 2009, Council adopted the Geelong Public Library 

Buildings Development Strategy which includes a suggested planning and review 

schedule for all current libraries. Based on population forecasts, current age and 

physical condition of the existing building, the Geelong City Library is recommended for 

review in the short-term (0-5 years). 

The Geelong Future Cities project is the highest project priority for the G21 Arts and 

Culture Pillar. The project was also identified as a Geelong region priority and will be 

presented for the consideration of the Interdepartmental Committee of the State 

Government as one of 15 priorities. The integrated Library & Heritage Centre project 

was also endorsed for the same process under the G21 Education and Training Pillar.





(CONT’D) 

The Geelong Future Cities project has been identified as one of Council’s 13 highest 

priorities. 


There is no direct or indirect interest by Council Officers involved in the preparation of 

this report. 


There are short and long-term risk implications for each facility, the Precinct and the 

Geelong region in not implementing the Masterplan. Already each facility faces real 

challenges in maintaining and developing their programming and visitation. 

Despite increasing high quality programming, the central Library is experiencing a 

downturn in visits and unfavourable comparisons to other libraries by visitors. The 

Heritage Centre has a magnificent collection stored in barely adequate conditions with 

poor visibility and limited access. 

The risks in not implementing the project include the continuing physical decline of 

each facility, loss of audience and visitation, loss of current and future opportunities, 

loss of liveability for the region and loss of economic benefits as both audiences and 

producers go to Melbourne, Bendigo, Ballarat or elsewhere to fulfil cultural ambitions, 

find entertainment, and to participate in events and activities. 

The social risks include loss of learning opportunities, loss of stimulation and 

innovation, loss of challenge, and gradual stagnation of the Cultural Precinct. 

Individual Project Risks have been identified and are being closely monitored. 


Culture is key to strategic thinking that is guiding the development of many cities and 

regions around the world. 

Geelong is fortunate to have a cluster of cultural facilities in Little Malop Street and in 

close proximity to Johnstone Park and the Railway Station. The concept of a Cultural 

Precinct is not new. This historical record makes it clear that the City fathers, in days 

gone by, clustered a set of civic and cultural institutions about Johnstone Park and 

Little Malop Street in the knowledge that their actions would benefit citizens down the 

years. The precinct currently receives half a million users and visitors each year. 

However each facility has been experiencing great difficulty in sustaining or developing 

its audience as the physical limitations of run down, small and/or inefficient spaces with 

inadequate fit out bites hard. 

The implementation of the Masterplan with its revitalisation of each facility, the urban 

realm and connections, is expected to significantly increase the number of visits and 

benefit the whole region.





(CONT’D) 

The realisation of the Masterplan and its vision will: 

• Increase the number and diversity of visitors and provide them with creative, 

exciting, magical experiences; 

• Create a dynamic regional arts hub that is inclusive to all and actively promotes 

access to and engagement with the arts both within the precinct and throughout 

the wider community; 

• Improve the liveability of the region and contribute to Geelong’s self-esteem as 

well as economic growth for the region; 

• Provide a place to celebrate the City and region and affirm that Geelong is the 

‘best place to live’. 

The Geelong Library & Heritage Centre has the potential to be the civic anchor to the 

precinct and to attract approximately 1,500 people per day. 

Communication 

The State Government has been providing updates on the project since 

commencement. Update Five, the first for 2009, was distributed to Council and key 

stakeholders in June 2009. 

A communications plan will be developed with the Marketing Department and Major 

Projects Victoria.




4. QUEENS PARK MASTER PLAN 

Portfolio: 

Parks & Gardens - Cr Richards 

Sport & Recreation - Cr Mitchell 

Source: 

Community Infrastructure & Recreation / Sport & 

Recreation 

General Manager: Dean Frost 

Index Reference: Property: ID# 204221 

Cr Harwood declared a Conflict of Interest in Agenda Item 4 – Queens Park Master 

Plan in that he is a life member of Geelong Amateur Football & Netball Club located 

at Queens Park and left the room at 8.00pm. 

Summary 

• Queens Park is an active sports reserve located between Queens Park Road and 

Barwon River. It has a mix of active uses including golf, football, cricket, netball 

and school physical education. The reserve is home ground for the Geelong 

Amateur Football & Netball Club, Newtown & Chilwell Cricket Club and the 

Queens Park Golf Club. In addition to sporting clubs, the reserve is used 

extensively for passive recreation with a number of rotundas, toilet facilities and 

picnic areas. There is a walking trail along the length of the park that forms an 

important link of the Barwon River Trail. The reserve is a highly valued open 

space area and is well utilised by the broader community. 

• Council has recently undertaken a master plan process to develop a strategic 

document that can be used to guide the future development of the reserve having 

regard to user and community aspirations, whilst enhancing the natural ambience 

and character of the park. 

• A key objective of the Master Plan was to identify possible water storage locations 

within the reserve for recycled water which could be used for golf course and 

playing field irrigation. Other key objectives related to improving the functionality of 

the reserve, including user safety, car parking, traffic management, circulation and 

opportunities for informal community use. 

• The Queens Park Master Plan is made up of two volumes. Volume 1 is the Master 

Plan itself which contains development recommendations based on the issues and 

opportunities evident at the Reserve. Volume 2 contains supporting information, 

which provides a summary of key research, consultation results and relevant 

background material. 

Cr Richards moved, Cr Katos seconded - 

That Council endorse the Queens Park Master Plan. 

Cr Granger left the meeting room at 8.02pm 

Carried. 

Report 

Background 

The City of Greater Geelong (CoGG) has had a number of requests for infrastructure 

improvements at Queen Park from a variety of users over an extended period of time.




4. QUEENS PARK MASTER PLAN (CONT’D) 

The City is keen to proactively seek opportunities to enhance the informal amenity 

value of the parkland whilst improving the functionality of active uses of the reserve, 

including formal sports. Therefore the City appointed a team of specialist consultants 

to develop a Master Plan for Queens Park. 

The aim of the Master Plan is to develop a plan that can be used to guide the future 

development of the reserve having regard to user and community aspirations, whilst 

enhancing the natural ambience and character of the park. 

As with all master plans they reflect the strategic thinking at a point in time and should 

evolve as the reserve matures, participation in activity changes and as new technology 

and innovative design practices develop. 

Discussion 

A key objective of the Queens Park Master Plan was to identify possible water storage 

locations within the reserve for recycled water which could be used for golf course and 

playing field irrigation. Other key objectives relate to improving the functionality of the 

reserve, including user safety, car parking, traffic management, circulation and 

opportunities for informal community use. 

The Queens Park Master Plan is made up of two volumes. Volume 1 is the Master 

Plan which contains development recommendations based on the issues and 

opportunities evident at the Reserve. Volume 2 contains supporting information, which 

provides a summary of key research, consultation results and relevant background 

material. 

The planning process involved a comprehensive review of background material and the 

establishment of formal reference groups to guide the planning process. These 

included: 

• Project Control Group (PCG) consisting of key Council officers to provide high 

level strategic direction on key issues, opportunities and approve reports, 

• Project Working Group (PWG) consisting of Council officers from across CoGG 

departments and relevant external agencies to provide technical advice on the 

project, and 

• Project Reference Group (PRG) consisting of representatives from existing user 

groups and key stakeholders. The PRG provided input, direction and feedback 

into the project at key stages. 

A review of heritage information confirmed that Queens Park has local historical 

significance, having been set aside for public recreation purposes since 1857, as well 

as containing sites of aboriginal archaeological significance providing evidence of 

aboriginal occupation prior to European settlement. 

Queens Park contains 15 trees that are listed on the City’s current Significant Tree 

Register. In addition, the local historical significance of the site relates partly to its 

origins as a possible Botanic Gardens site. 

It is therefore recommended that a consolidated Tree Management and Conservation 

Plan be established for Queens Park that identifies actions to enhance the 

conservation, management and protection of all significant trees within the park and 

outline a proactive planting plan to address tree replacement and environmental 

objectives (i.e. removal of weed species from the river corridor).





Queens Park currently includes a range of active recreation facilities, including an 18- 

hole golf course, playing fields, netball courts and golf driving range. The reserve has 

also been home to the Geelong Highland Gathering for over 50 years. The Highland 

Gathering has ‘Major Event’ status within Geelong’s calendar of events. The reserve is 

also heavily used by the community for passive recreation including use of the Barwon 

River trail for walking and cycling. 

Aside from human uses of the reserve, Queens Park also includes environmental 

significance through indigenous and introduced vegetation and is home to a range of 

fauna, in particular a host of bird species. 

The research and community consultation undertaken confirmed a number of 

consistent issues that need to be addressed at the reserve. These include: 

• water sustainability and water storage options; 

• car parking (including lighting) and traffic management; 

• poor condition of public facilities, including: 

• public toilets, 

• playground, 

• rotunda, shade and shelter, 

• park furniture – seating and tables, 

• drinking taps; 

• poor location of cricket nets – turf and concrete; 

• pedestrian access and safety throughout the site; 

• landscape character and atmosphere of the park; 

• safety along the river path for shared use; 

• the standard and location of facilities for netballers; 

• tree management including safety, 

• heritage/historical interpretation and replacement initiatives, 

• options for interpretive signage and information; and 

• conflicts between golfers and maintenance depot operations; and 

• possible future redevelopment of the golf club house. 

Six key planning principals have been identified to help guide development of the 

Master Plan and to respond to the known issues. In summary the identified principals 

include: 

• Supporting the benefits of participation in formal sport and recreation, 

• Supporting community development, 

• Supporting multi-purpose facilities, 

• Protecting and enhancing the environment and character of the park, 

• Supporting sustainability, and





• Facilitating access for all. 

The planning principals, research and consultation have been used to articulate a 

vision and key objectives for the reserve to inform development of the draft Master 

Plan. The final Master Plan is attached. 

Consultation with key stakeholders through the PCG, PWG and PRG has indicated 

support for the vision, objectives and resultant Master Plan. 

Concern was raised by existing user groups regarding the health and safety of a 

number of specific trees within the central car park area. As a result an independent 

arboricultural assessment was undertaken. An inspection of 141 trees was 

undertaken, resulting in recommendations for removal of 25 trees on the grounds of 

poor health, senescence or poor structural integrity. The Master Plan identifies these 

trees with a red ring and plans for the planting of approximately 130 new trees 

throughout the park. 

Section 12 of the Master Plan outlines the recommended implementation schedule and 

indicative capital costs for the works identified in the Master Plan. The draft 2009/10 

budget contains $900,000 for securing non potable source of water for irrigation of the 

precinct. 

Implementation of the Master Plan will improve the overall amenity and functionality of 

the reserve, including enhanced traffic management, safety and pedestrian circulation. 

The current and future needs of the sporting clubs have been considered whilst 

allowing for improved facilities, amenities and infrastructure for informal community 

use. 

Queens Park has local historical significance for the Geelong community. 

Opportunities to increase the awareness of the origins and significance of the park are 

included in the plan. The Master Plan respects the origins of the park, the natural 

setting and historical uses to present a contemporary plan that provides an effective 

framework to guide future development and management of the reserve. 

The Master Plan for Queens Park has been developed to guide the future development 

and improvement of the reserve in order to more effectively address the contemporary 

needs of existing user groups and the general community. The plan addresses the key 

objectives for the project, in particular identification of potential water storage locations 

for use of recycled water for irrigation purposes, thereby reducing the precinct’s 

reliance on potable water. 


The Queens Park Master Plan seeks to support initiatives that facilitate long-term 

environmental sustainability within the park, including water use (and re-use), 

vegetation management and ongoing maintenance. The draft 2009/10 budget contains 

$900,000 for securing non potable source of water for irrigation of the precinct. 

The Queens Park Master Plan recognises that the community values the landscape 

character and overall amenity of the reserve. The Master Plan respects the initiatives 

of our forefathers in setting aside this space for public recreation. Future development 

will seek to protect the heritage value of the park, enhance the landscape quality of the 

reserve, promote effective management of the tree stock and improve facilities, 

infrastructure and functioning for broad community use whilst retaining the natural 

ambiance of the precinct.






The report provides a number of recommendations including indicative costings for 

recommended projects. 

Where implementation of specific recommendations requires a new capital allocation 

from Council, these will be presented and considered as part of the overall annual 

budget process. 

Capital costs have been separated into categorise to inform Council future 

deliberations being: 

Mandatory 

Critical 

$40,000 ( linked to water body development) 

$1,722,000 ( $1,500,000 linked to water body development) 

High $2,096,500 

Medium $780,000 

Medium – low $84,000 

Low $22,000 

Ongoing 

$50, 000 ( $10,000 annually for 5 years) 

Opportunities for co-contributions from State Government, Clubs and the community 

(i.e. community planting days) are listed against specific projects in the Master Plan. 

The implementation plan provides a broad estimate of cost specific to each of the 

recommended actions. Whilst the adoption of this report does not have any direct 

financial implications, the listed actions within the plan will cost in the order of 

$5,000,000. It is expected that the Master Plan will be implemented over an extended 

time frame. 


In accordance with the Aboriginal Heritage Act (2006) and the Aboriginal Heritage 

Regulations (2007), Queens Park is identified as an area of cultural heritage sensitivity. 

There are two previously recorded Aboriginal archaeological sites within the park. It is 

likely that other Aboriginal archaeological sites exist within the bounds of the study area 

that remain unexposed. Council will be required to undertake a Cultural Heritage 

Management Plan for the whole of Queens Park prior to the commencement of works 

requiring significant soil disturbance. 

The Victorian Heritage Database (Register and Inventory) does not record any items, 

facilities, features or landscaping of State or National significance in Queens Park, 

however the site retains local historical importance, particularly in relation to its 

continual use for recreational purposes and community enjoyment. Queens Park has 

local historical significance for the Geelong community. Opportunities to increase the 

awareness of the origins and significance of the park through appropriate 

communication, signage and interpretive information are recommended in the plan.






No officers involved in the preparation of this report have any direct or indirect interest 

in the matter. 


The Queens Park Master Plan provides guidance for the development of this important 

piece of open space over the next 10-15 years. 

There are no immediate risks associated with this report. Appropriate risk 

management measures will be put in place when implementing the recommendations 

of the report. 


The Queens Park Master Plan will enhance recreational, educational and social 

experiences within the park. Improvements in the design, layout and functioning of the 

road network together with improved signage and dedicated walking and cycle routes 

will increase safety for park visitors. 

The Queens Park Master Plan recognises that participation in sport and physical 

activity brings about a range of personal, social, health and economic benefits for 

individuals and communities. Queens Park has a long established history of active 

recreational use, including formal sports. 

Future development of the reserve will support ongoing use of the area for a range of 

formal and informal sport and recreation activities. 

The Queens Park Master Plan recognises that supporting formal sporting clubs is not 

just about participation in physical activity. Sporting clubs are recognised as providing 

a range of broader benefits to the community, including contributions to social capital, 

community cohesiveness, community connection and building local leaders. 

The Queens Park Master Plan recognises that all community members have equal 

rights to participate in and enjoy the benefits of sport and physical activity. The 

development of the park will consider design solutions to help facilitate access for all. 

Communication 


establishment of formal reference groups to guide the planning process. The project 

has involved extensive consultation with stakeholders, Council staff and the 

community. 

The main consultation tasks have included: 

• Individual on-site meetings with each of the existing user groups and 

stakeholders. 

• Follow-up site visits, telephone interviews or meetings as required.



SECTION B - REPORTS Page 27 


• Establishment of the Project Control Group, Project Working Group and Project 

Reference Group. These groups have met on a minimum of two occasions 

each in the lead up to this report. 

• Community on-line survey. 

• Community in-field survey (face to face). 

• Resident survey. 

• Public submissions. 

In total, 157 individual surveys were completed. A summary of consultation results and 

key findings are included in Volume 2 of the Master Plan. 

The consultation results have been used to inform the identification of critical issues 

and major themes for consideration in the Master Plan. 

All avenues of local media were utilised to highlight the development of the Master 

Plan. This included media release, City News, Community Update, adverts in local 

papers, display boards on site and a bulk mail out to neighbouring residents. The 

Queens Park Master Plan also has a dedicated webpage. 

The draft Queens Park Master Plan was placed on public exhibition for a period of four 

weeks during March-April 2009. Community and stakeholder feedback was 

encouraged. A total of thirteen submissions were received. Key comments or 

suggestions from these submissions are summarised in Volume 2 (section 10) of the 

final report. Included in this report is an indication of the resultant changes 

incorporated into the final report.




Cr Harwood re-entered the meeting room at 8.05pm 

Cr Granger re-entered the meeting room at 8.05pm 

5. DRAFT KING LLOYD RESERVE MASTER PLAN 

Portfolio: 



Source: 

Community Infrastructure and Recreation/Sport & 

Recreation 



Summary 

• The purpose of this report is for Council to note the draft King Lloyd Reserve 

Master Plan and permit the release of the document for formal public exhibition, 

comment and refinement before formal endorsement. 

• King Lloyd Reserve is situated approximately three kilometres southwest of the 

Geelong Central Activities District and is currently tenanted by the Newtown City 

Hockey Club, Murgheboluc Cricket Club and the Geelong Touch Football 

Association. 

• The aim of the Master Plan is to develop a plan that can be used to guide the 

future development of the reserve having regard to user and community 

aspirations, whilst enhancing the natural ambience and character of the park. 

• The research and community consultation undertaken confirmed a number of 

consistent issues. These include: 

• investigation of options for the future use of land adjacent the reserve; 


• traffic management; 

• poor condition and location of public facilities; 

• installation of a turf wicket; 


• landscape character and tree management. 

• The King Lloyd Reserve Master Plan contains development recommendations 

based on the issues and opportunities evident at the reserve which will significantly 

enhance the reserve for the benefit of the local community. 

Cr Kontelj moved, Cr Richards seconded - 


1) note the Draft King Lloyd Reserve Master Plan. 

2) release the Draft Park Master Plan for public comment for a period of four 

weeks. 

Carried.




5. DRAFT KING LLOYD RESERVE MASTER PLAN (CONT’D) 

Background 


improvements at King Lloyd Reserve from a variety of users over an extended period 

of time. The City is keen to proactively seek opportunities to enhance the informal 

amenity value of the parkland given its location adjacent to the Barwon River whilst 

improving the functionality of active uses of the reserve, including formal sports. 

Therefore the City appointed a team of specialist consultants to develop a Master Plan 

for King Lloyd Reserve. 




King Lloyd Reserve currently provides a number of recreational functions including 

hockey, cricket and touch football. The tenant clubs at the reserve include Newtown 

City Hockey Club, Murgheboluc Cricket Club and the Geelong Touch Football 

Association. 

Discussion 

The purpose of this report is for Council to note the draft King Lloyd Reserve Master 

Plan and release the document for public exhibition, comment and refinement before 

formal endorsement. 




Key objectives of the King Lloyd Reserve Master Plan relate to improving the 

functionality of the reserve, including user safety, car parking, traffic management, 

circulation and opportunities for informal community use. 

King Lloyd Reserve currently includes a range of active recreation facilities including 

cricket, hockey and touch football. The reserve is also heavily used by the community 

for passive recreation including use of the Barwon River trail for walking and cycling 

which abuts the reserve. King Lloyd Reserve is directly connected to the Barwon River 

and therefore also includes environmental significance through indigenous vegetation 

and is also home to a range of fauna, in particular a host of bird species. 

Six key planning principals have been identified to help guide development of the 

Master Plan and to respond to the known issues. In summary the identified principals 

include: 

• Supporting the benefits of participation in formal sport and recreation, 

• Supporting community development, 

• Supporting multi-purpose facilities, 

• Protecting and enhancing the environment and character of the park, 

• Supporting sustainability, and 

• Facilitating access for all





The planning principals, research and consultation have been used to articulate a 


Plan. 



included: 

• Project Control Group (PCG) consisting of key Council officers to provide 

high level strategic direction on key issues, opportunities and approve 

reports, 

• Project Working Group (PWG) consisting of Council officers from across 

CoGG departments and relevant external agencies to provide technical 

advice on the project, and 

• Project Reference Group (PRG) consisting of representatives from existing 

user groups and key stakeholders. The PRG provided input, direction and 

feedback into the project at key stages. 

Consultation with these key stakeholders indicated support for the vision, objectives 

and resultant Master Plan. The research and community consultation undertaken 

confirmed a number of consistent issues that need to be addressed at the reserve. 

These include: 

• identification of options for development of the land adjacent to King Lloyd 

Reserve 


• turf wicket installation 

• car parking (including lighting) and traffic management; 


• playground, 

• park furniture – seating and tables, 

• drinking taps; 

• lack of community space including rotunda, shade and shelter 


• landscape character; 

• safety along the river path for shared use; and 

• tree management 

The King Lloyd Reserve Master Plan contains development recommendations based 

on the issues and opportunities evident at the reserve currently and also explores 

options for the development of the land north of the reserve which may be made 

available to Council as part of a developer contribution in the event that a proposed 

planning application for the redevelopment and re-subdivision of the Barwon Edge 

restaurant complex and surrounding land is approved.





The Master Plan provides two options for the development of the land north of the 

reserve. 

Option1 represents the development of King Lloyd Reserve including the establishment 

of grass fields on the parcel adjacent to the northern boundary to accommodate cricket 

and touch football. 

Option 2 represents the development of King Lloyd Reserve including the 

establishment of a synthetic hockey field and related infrastructure on the northern 

boundary. 

The Master Plan outlines the recommended implementation schedule and indicative 

capital costs for the works identified in the Master Plan. The total cost of works is 

estimated at $976,443 (excluding the development of the land north of the reserve) and 

is represented by the following prioritised breakdown: 

Mandatory Nil 

Critical $176,000 

High Nil 

Medium $ 642,042 

Low $ 158,400 

Total $ 976,443 

Development of the land north of the reserve which is subject to the revision of a 

Section 173 agreement and includes 2 options for development: 

Option 1 – Grassed Sports Field development 

Total $ 482,000 

Option 2 – Synthetic Hockey Field Complex 

Total $ 1,355,090 

Total Cost for Option 1 is $1,459,233 

Total Cost for Option 2 is $2,331,533 


the reserve, including enhanced traffic management, safety and pedestrian circulation. 

The current and future needs of the sporting clubs have been considered whilst 

allowing for improved facilities, amenities and infrastructure for informal community 

use. 

The Master Plan respects the natural setting and reserve uses to present a 

contemporary plan that provides a valuable framework to guide future development 

and management of the reserve in order to more effectively address the current needs 

of existing user groups and the general community. 


The King Lloyd Reserve Master Plan seeks to support initiatives that facilitate longterm 


vegetation management and ongoing maintenance. 

The King Lloyd Reserve Master Plan recognises that the community values the 

landscape character and overall amenity of the reserve.





Future development will seek to protect the values of the park, enhance the landscape 

quality of the reserve, promote effective management of the tree stock and improve 

facilities, infrastructure and functioning for broad community use whilst retaining the 

natural ambiance of the precinct. 


The report provides a number of recommendations and indicative costings for 

recommended projects. 



budget process. Opportunities for co-contributions from State Government, Clubs and 

the community are listed against specific projects in the Master Plan. 


recommended actions. These actions are assessed as Mandatory, Critical, High, 

Medium and low to guide Council decision making in terms of development. 

Whilst the adoption of this report does not have any direct financial implications, the 

listed actions within the plan will cost $976,443 at the existing site. If the land to the 

north of the reserve is acquired for active sporting uses, Option 1 will cost $1,459,233 

and Option 2 will cost $2,331,533. It is expected that the Master Plan will be 

implemented over a 10-15 year timeframe. 


In accordance with the Aboriginal Heritage Act (2006) and the Aboriginal Heritage 

Regulations (2007), although King Lloyd Reserve itself is not identified as an area of 

cultural heritage sensitivity the adjacent Yollinko Wetland area is. It is possible that 

other Aboriginal archaeological sites exist within the bounds of the study area that 

remain unexposed. Council will be required to undertake a Cultural Heritage 

Management Plan for the whole of King Lloyd Reserve prior to the commencement of 

works requiring significant soil disturbance. 


facilities, features or landscaping of State or National significance in King Lloyd 

Reserve, however the site retains local importance, particularly in relation to its 

continual use for recreational purposes and community enjoyment. King Lloyd 

Reserve has local significance for the Geelong community, opportunities to increase 

the awareness of the origins and significance of the park through appropriate 

communication, signage and interpretive information are recommended in the plan. 


No officers involved have a direct or indirect interest in this matter. 


The draft King Lloyd Reserve Master Plan provides guidance for the development of 

this important piece of open space over the next 10-15 years.





There are no immediate risks associated with this report. Appropriate risk 

management measures will be put in place when implementing the recommendations 

of the report. 


The King Lloyd Reserve Master Plan will enhance recreational, educational and social 

experiences within the park. Improvements in the design, layout and functioning of the 

road network together with improved signage and dedicated walking and cycle routes 

will increase safety for park visitors. 

The King Lloyd Reserve Master Plan recognises that participation in sport and physical 


individuals and communities. King Lloyd Reserve has an established history of active 

recreational use, including formal sports. 

Future development of the reserve will support ongoing use of the area for a range of 

formal and informal sport and recreation activities. 

The King Lloyd Reserve Master Plan recognises that supporting formal sporting clubs 

is not just about participation in physical activity. Sporting clubs are recognised as 

providing a range of broader benefits to the community, including contributions to social 

capital, community cohesiveness, community connection and building local leaders. 

The King Lloyd Reserve Master Plan recognises that all community members have 

equal rights to participate in and enjoy the benefits of sport and physical activity. The 


Communication 

The Master Plan has been overseen by a three tiered management structure. These 

include: 

• Project Control Group (PCG) consisting of key Council officers to provide 

high level strategic direction on key issues, opportunities and approve 

reports, 

• Project Working Group (PWG) consisting of Council officers from across 

CoGG departments and relevant external agencies to provide technical 

advice on the project, and 

• Project Reference Group (PRG) consisting of representatives from existing 

user groups and key stakeholders. 




community. 

Main consultation tasks have included: 

• Individual on-site meetings with each of the existing user groups and 

stakeholders. 

• Follow-up site visits, telephone interviews or meetings as required.





• Established of the Project Control Group, Project Working Group and 

Project. Reference Group. These groups have met on a minimum of two 

occasions each in the lead up to this report. 

• Community on-line survey. 

• Resident survey. 

• Public submissions. 

In total, 42 individual surveys were completed. The consultation results have been 

used to inform the identification of critical issues and major themes for consideration in 

the Master Plan. 

All avenues of local media will be utilised to highlight the development of the Master 

Plan. This includes information on Council’s website, City News, Community Update 

and a bulk mail out to neighbouring residents. 

The draft King Lloyd Reserve Master Plan was placed on public exhibition for a period 

of four weeks. Community and stakeholder feedback was encouraged.




6. DRAFT ERVIN RESERVE MASTER PLAN 

Portfolio: 



Source: 

Community Infrastructure & Recreation / Sport & 

Recreation 



Summary 

• The purpose of this report is for Council to note the draft Ervin Reserve Master 

Plan and permit the release of the document for formal public exhibition, comment 

and refinement before formal endorsement. 

• Ervin Reserve is the primary active open space within Newcomb and is located 

less than three kilometres east of the Geelong Activities Area and is currently 

tenanted by the Newcomb Tennis Club, Newcomb Cricket Club and the Geelong 

Junior Football League. The Newcomb Secondary College uses the reserve for 

student sporting activities. 

• The aim of the Master Plan is to develop a plan that can be used to guide the 

future development of the reserve having regard to user and community 

aspirations, whilst enhancing the natural ambience and character of the park. The 

key objectives of the Master Plan relate to improving the functionality of the 

reserve, including user safety, car parking, traffic management, site access and 

circulation, improved landscaping and park infrastructure to enable improved 

informal community use. 

• The research and community consultation undertaken confirmed a number of 


• improvement to the permeability and appearance of the reserve from 

Richard Street; 

• determining the number of tennis courts required for club activity; 


• traffic management; 

• condition of the reserve infrastructure; 


• landscape character and tree management. 

• The Ervin Reserve Master Plan contains development recommendations based on 

the issues and opportunities evident at the reserve that will significantly enhance 

this reserve and enhance its role in the Newcomb community.




6. DRAFT ERVIN RESERVE MASTER PLAN (CONT’D) 

Cr Richards moved, Cr Harwood seconded - 


1) note the Draft Ervin Reserve Master Plan 

2) release the Draft Ervin Reserve Master Plan for public comment for a period 

of four weeks. 

Report 

Carried. 

Background 


improvements at Ervin Reserve from a variety of users over an extended period of 

time. The City is keen to proactively seek opportunities to enhance the informal 

amenity value of the parkland whilst improving the functionality of active uses of the 

reserve, including formal sports. Therefore the City appointed a team of specialist 

consultants to develop a Master Plan for Ervin Reserve. 




Ervin Reserve currently includes a range of active recreation facilities including cricket, 

junior football and tennis. The reserve is also used by the community for passive 

recreation. 

Discussion 

The purpose of this report is for Council to note the draft Ervin Reserve Master Plan 

and release the document for public exhibition, comment and refinement before formal 

endorsement. 

Key objectives of the draft Ervin Reserve Master Plan relate to improving the 

functionality of the reserve, including user safety, car parking, traffic management, 

circulation and opportunities for informal community use. 

The draft Ervin Reserve Master Plan contains development recommendations based 

on the issues and opportunities evident at the reserve. 



included: 





project, and 


groups and key stakeholders. The PRG provided input, direction and feedback into 

the project at key stages.





The research and community consultation undertaken confirmed a number of 


• the permeability and appearance of the reserve from Richard Street 

• the number of tennis courts required for club activity 

• water sustainability and water storage options 

• car parking (including lighting) and traffic management 


• playground 

• park furniture – seating and tables 

• drinking taps 

• lack of community space including rotunda, shade and shelter 

• pedestrian access and safety throughout the site 

• landscape character and atmosphere of the park 

• tree management including safety 

Six key planning principles have been identified to help guide development of the 

Master Plan and to respond to the known issues. In summary the identified principles 

include: 

• Supporting the benefits of participation in formal sport and recreation 

• Supporting community development 

• Supporting multi-purpose facilities 

• Protecting and enhancing the environment and character of the park 

• Supporting sustainability 

• Facilitating access for all 

The planning principles, research and consultation have been used to articulate a 


Plan. Consultation with key stakeholders through the PCG, PWG and PRG has 

indicated support for the vision, objectives and resultant Master Plan. 

The draft Master Plan outlines the recommended implementation schedule and 

indicative capital costs for the works identified in the Master Plan. The total cost of all 

works is estimated at $1,329,680 represented by the following prioritised breakdown: 

Mandatory 

Nil 

Critical $438,350 

High $405,020 

Medium $381,810 

Low $104,500 

Total $1,329,680






the reserve and address the issues raised. 

Ervin Reserve has local significance for the Newcomb community, and as such the 

Master Plan respects the origins of the park, the setting and uses to present a 

contemporary plan that provides an effective framework to guide future development 

and management of the reserve. 


The draft Ervin Reserve Master Plan seeks to support initiatives that facilitate long-term 


vegetation management and ongoing maintenance. 

The draft Ervin Reserve Master Plan recognises that the community values the 

landscape character and overall amenity of the reserve. The Master Plan respects the 

initiatives of our forefathers in setting aside this space for public recreation. Future 

development will seek to protect the values of the park, enhance the landscape quality 

of the reserve, promote effective management of the tree stock and improve facilities, 

infrastructure and functioning for broad community use whilst retaining the natural 

ambiance of the precinct. 


The report provides a number of recommendations with indicative costings. 



budget process. Opportunities for co-contributions from State Government, Clubs and 

the community are listed against specific projects in the Master Plan. 


recommended actions. These actions are assessed as Mandatory, Critical, High, 

Medium and Low to guide Council decision making in terms of development. 

Whilst the adoption of this report does not have any direct financial implications, the 

listed actions within the plan will cost in the order of $1,329,680. It is expected that the 

Master Plan will be implemented over a 10-15 year timeframe. 



facilities, features or landscaping of State or National significance in Ervin Reserve, 

however the site retains local importance, particularly in relation to its continual use for 

recreational purposes and community enjoyment. Ervin Reserve has local significance 

for the Newcomb community. 


No Council staff or persons engaged under contract have a direct or indirect interest in 

the development of the draft Ervin Reserve Master Plan.






The draft Ervin Reserve Master Plan provides guidance for the development of this 

important piece of open space over the next 10-15 years. 

There are no immediate risks associated with this report. Appropriate risk management 

measures will be put in place when implementing the recommendations of the report. 


The draft Ervin Reserve Master Plan will enhance recreational and social experiences 

for local residents. Improvements in the design, layout and functioning of the road 

network together with improved pedestrian permeability and dedicated walking and 

cycle routes will increase access and safety for park visitors. 

The draft Ervin Reserve Master Plan recognises that participation in sport and physical 


individuals and communities. Ervin Reserve has an established history of active 

recreational use, including formal sports. Future development of the reserve will 

support ongoing use of the area for a range of formal and informal sport and recreation 

activities. 

The draft Ervin Reserve Master Plan recognises that supporting formal sporting clubs 

is not just about participation in physical activity. Sporting clubs are recognised as 

providing a range of broader benefits to the community, including contributions to social 

capital, community cohesiveness, community connection and building local leaders. 

The draft Ervin Reserve Master Plan recognises that all community members have 

equal rights to participate in and enjoy the benefits of sport and physical activity. The 


Communication 

The Master Plan has been overseen by a three tiered management structure. These 

included: 





project, and 


groups and key stakeholders. 




community.





The main consultation tasks have included: 

• Individual on-site meetings with each of the existing user groups and stakeholders 

• Follow-up site visits, telephone interviews or meetings as required 

• Establishment of the Project Control Group, Project Working Group and Project 

Reference Group. These groups have met on a minimum of two occasions each 

in the lead up to this report 

• Community on-line survey 

• Resident survey 

• Public submissions 

In total, 52 individual surveys were completed. The consultation results have been 

used to inform the identification of critical issues and major themes for consideration in 

the Master Plan. 

All avenues of local media will be utilised to highlight the development of the Master 

Plan. This included information on Council’s website, City News, and a bulk mail out to 

neighbouring residents. 

It is proposed that the draft Ervin Reserve Master Plan be placed on public exhibition 

for a period of four weeks. Community and stakeholder feedback was encouraged. 

Key comments or suggestions from these submissions are summarised in the final 

report.




7. REALLOCATION OF FUNDS FROM BELMONT CRITERIUM 

CONSTRUCTION PROJECT TO SOUTH BARWON CRICKET CLUB 

PAVILION IMPROVEMENTS – POWER UPGRADE 

Portfolio: 

Sport & Recreation – Cr Mitchell 

Source: 

Community Infrastructure & Recreation/ Capital Projects 


Index Reference: Property: Property ID# 220866 

Summary 

• The construction of the Belmont Criterium track is the first stage of development 

for the ‘Home of Cycling’ in Geelong at the site known as Belmont Island/McKay 

Fields, which came to fruition as a result of a strategic planning process for cycling 

in Geelong, in 2006. The study resulted in the development of a concept design 

being adopted in February 2009. Council has committed $1.015M towards this 

project and the State Government (via Sport and Recreation Victoria) have 

allocated $500,000 - a total of $1.515M. 

• The planning process and detail design has commenced for this project and works 

are anticipated over the summer period with final landscape planting and 

environmental works expected in late autumn and winter of 2010. 

• The ICU event to be held in Geelong commences on 29 September 2010. This 

criterium track is not part of the official event circuit, however the intention is to 

have it available as a training facility for participant teams. It will be a very visual 

demonstration of the events permanent legacy to Geelong. 

• The South Barwon Cricket Pavilion works have been funded in 2009/10 to the 

amount of $215,000. Following the budget endorsement a detailed investigation of 

the utility requirements for the site was undertaken and found that the power 

consumption on the site was at its limits and further development would require a 

substantial power upgrade – the project cannot continue until the upgrade works 

have been undertaken. 

• It is proposed to transfer funds from the Belmont Criterium Track project to the 

South Barwon Cricket pavilion project to undertake urgent power upgrade works to 

the amount of $75,000 and refund the Belmont Criterium project in 2010/11 in time 

to complete the landscaping component of works on this project. 

Cr Harwood moved, Cr Abley seconded - 

That consideration of the report be deferred. 

Carried.




8. REVIEW OF ROAD MANAGEMENT PLAN 

Portfolio: 

Source: 



Transport & Infrastructure - Cr Richards 

City Services - Engineering Services 

Dean Frost 

Subject: Roads, Footpaths & Streets / Asset 

Management Roads / Roads Maintenance & Repair / 

Roads - Streets 

Summary 

• The purpose of this report is to seek Council’s approval of the review of the Road 

Management Plan (Version 4.0) under the provisions of the Road Management Act 

(RMA) 2004. 

• The Road Management Plan sets out the inspection frequencies, maintenance 

standards and response times that are applied to the road infrastructure for which 

Council is responsible. 

• The Road Management Plan was adopted by Council on 11 March 2008. RMA 

regulations require that the plan be reviewed when a new Council is elected. The 

RMA also requires that the plan be made available for public comment if that 

review proposes a reduction to levels of service. 

• In this case, proposed changes are minor in nature and are summarised as 

follows: 

• S 4.3 : Update of table of asset quantities. 

• S5 : Update of references to supporting Council’s strategic documentation. 

• Attachment 8: Alignment of response times for footpath lip grinding with those 

of minor works and repairs. 

• Attachment 8: Removal of details that related to major maintenance works 

and capital renewal. 

 

 

The proposed Road Management Plan (Version 4.0) has been available for public 

comment for 28 days – no comments have been received. 

This Road Management Plan (Version 4.0) is now in its final recommended format 

and Council may now proceed to adopt it so that it may be gazetted. 

Cr Richards moved, Cr Doull seconded - 


1) adopt the Road Management Plan (Version 4.0); and 

2) proceed to gazette the Road Management Plan (Version 4.0) in accordance 

with the procedure detailed in the Road Management Act 2004. 

Carried.




8. REVIEW OF ROAD MANAGEMENT PLAN (CONT’D) 

Report 

Background 

Key aspects of the Road Management Act 2004 are: 

• it defines responsibilities for various roads and road related infrastructure between 

the State, service authorities and local government, 

• it sets out the roles and responsibilities for both road authorities and users, 

• it provides for road authorities to exercise a duty of care to the community and a 

policy defence mechanism to claims for negligence (non-feasance) through Road 

Management Plans, 

• it requires road authorities to have a Register of Public Roads listing all roads under 

the authority’s control that “are reasonably required for general public use” and 

creates a statutory duty to inspect, repair and maintain those roads to reasonable 

standards, 

• it enables road authorities to prepare Road Management Plans specifying 

reasonable inspection frequencies, maintenance and repair standards and 

response times as determined by the authority which if met will provide a degree of 

protection against the new liability for nonfeasance, 

Council approved the original Road Management Plan (Version 1.00) on 9 November 

2004. The Plan was advertised in the local newspapers as well as the Government 

Gazette as required under the legislation. 

As required under the Road Management Act 2004, the Plan must be reviewed at 

prescribed intervals. 

Discussion 

The purpose of the Road Management Plan is to establish a management system for 

the public road functions that are Council’s responsibility in order to meet the needs of 

the community. The management system is based on policy and operational 

objectives and at the same time recognises resource limitations faced by Council in 

inspecting, maintaining and repairing its road infrastructure. The levels of service and 

performance standards specified in this plan, by necessity, provide a balance between 

reasonable road safety and affordability. 

The Road Management Plan was adopted by Council on 11 March 2008. RMA 

regulations require that the plan be reviewed when a new Council is elected. The RMA 

also requires that the plan be made available for public comment if that review 

proposes a reduction to levels of service. 

The Act details a statutory procedure for reviewing a Road Management Plan. This 

involves giving notice in a daily newspaper and government gazette, considering 

community submissions lodged within 28 days and publishing notices upon adoption of 

the revised plan. Copies of Version 3.01 and Version 4.0 were put on public display for 

28 days. No submissions have been made to the City. 

General changes have been made to the Plan to reflect the operational arrangements 

that were implemented during the past year. These changes included updates to 

relevant documents and update of tables of asset quantities. The proposed changes 

are minor in nature and are summarised as follows:





• S 4.3 : Update of table of asset quantities. 

• S5 : Update of references to supporting Council’s strategic documentation. 

• Attachment 8: Alignment of response times for footpath lip grinding with those of 

minor works and repairs. 

• Attachment 8: Removal of details that related to major maintenance works and 

capital renewal. 


There are no environmental considerations arising from the review of this document. 


The Road Management Plan has required Council to clearly specify levels of 

intervention that can be achieved within the existing levels of funding. The Plan is 

based on existing levels of funding and current service standards as far as it has been 

possible to document them. Implementation of the detailed recording system that 

accompanies implementation of the Plan has enabled these standards to be more 

accurately specified. 


Council is exposed to an increased risk to claims if it fails to deliver the standards 

specified in the Road Management Plan. Consequently, care has been taken during 

this review of appropriate standards in the Plan to ensure that they can be delivered 

within current budget allocations. This issue will again be a budget consideration for 

Council in framing future budgets as the extent of road infrastructure expands and 

requires increased resources to meet the specified inspection, maintenance and repair 

standards contained in the Road Management Plan. 


There are no Officer conflicts of interest arising from these changes. 


Risk assessment and management is an important requirement of the Road 

Management Plan. Changes to response times should lower RMA related risks as 

makes it compliance more achievable. 


Road injury and trauma are issues of major concern to the community and all levels of 

government. Provision of a safe road network is a very important component of 

minimising the risk of injury and death on the City’s roads and for providing a means for 

people to communicate with one and other. Council has a duty of care to maintain the 

road network in a safe condition. This Plan will assist Council in meeting those 

responsibilities.





Communication 

The public notification process was used to communicate the Road Management Plan 

to the community. Notification of adoption of the revised Plan will occur in the 

Government Gazette once it is approved.




9. PROPOSED ROAD DISCONTINUANCE OF SOUTH PORTION MYLES 

PLACE, SOUTH GEELONG 

Portfolio: 

Source: 

A/General Manager: 


Democracy and Governance – Cr J Farrell 

Corporate Services – Corporate Strategy and Property 

Services 

Jeff Wall 

CP Road Discontinuance Sale 

Summary 

• Fagg Bros Pty Ltd (also known as Mitre 10, South Geelong Store), being the 

registered Proprietor of all adjoining properties to south portion of Myles Place 

South Geelong, approached Council and Department of Sustainability & 

Environment and requested a discontinuance. The portion of the road is shown on 

the plan contained in Appendix 9-1 to this report. 

• The road consists of Government Road, cross-hatched on the plan contained in 

Appendix 9-1, which has an area of 506m2 and Council Road, hatched on the plan 

contained in Appendix 9-1, which has an area of 18.6m2. 

• Department of Sustainability & Environment provided written recommendation of 

discontinuance and sale on the 7 th July 2009. 

• Council’s portion of Myles Place has been valued at $10,000.00 plus GST. 

• Fagg Bros Pty Ltd is prepared to pay the valuation amount together with the costs 

and disbursements associated with the proposed discontinuance, including the 

subsequent transfer of the land. 

• Council’s portion of road is unmade the Government Road is constructed. 

• Council is able to undertake the statutory procedures for the discontinuance of 

both Government and Council portions pursuant to the Local Government Act 

1989 (the Act), allowing any person to make a submission. If there are no 

submissions it is proposed to advise Department of Sustainability & Environment 

accordingly so that they may, separately to Council, offer the discontinued road for 

purchase. 

Cr Abley moved, Cr Richards seconded - 

That Council, in respect of the proposed discontinuance of the south portion of 

road known as Myles Place, South Geelong pursuant to Clause 3 of Schedule 10 

of the Local Government Act 1989, resolves:- 

1) to give public notice in the Geelong Advertiser as required under Sections 

207A and 223 of the Act allowing anyone to make a submission in relation to 

the proposed discontinuance and sale of the laneway; 

2) the Submissions Hearing Panel be appointed to hear and report to the 

Council on any submissions in relation to the proposed discontinuance and 

sale; and





PLACE, SOUTH GEELONG (CONT’D) 

3) in the event that no submissions are received – 

- directs that a notice, pursuant to the provisions of Clause 3(a) of 

Schedule 10 of the Act, be published in the Victoria Government Gazette. 

- that any easements, rights or interests required to be created or saved 

over the laneway by any authority be done so and not be affected by the 

discontinuance and sale. 

- that the laneway, once discontinued, be sold to the registered 

proprietors of 1-9 Barwon Terrace, South Geelong for $10,000 plus GST, 

and consolidated with the Certificate of Title for 1-9 Barwon Terrace, 

South Geelong immediately following the transfer of the land. 

4) that Council's seal be affixed to any transfer or transfers of the road reserve 

and to any other documents to which Council's seal is required to be affixed 

in connection with the sale and transfer of the road reserve; and 

5) that the General Manager – Corporate Services be delegated the power to 

sign all other documents relating to the discontinuance. 

Report 

Carried. 

Background 

Fagg Bros Pty Ltd has approached the Department of Sustainability & Environment 

and Council separately to discontinue and sell the south portion of Myles Place, South 

Geelong so they can extend the garden centre in accordance with planning approval. 

Council received a Survey Report from Department of Sustainability & Environment 

dated the 7 th July 2009 recommending Council, in accordance with the Local 

Government Act 1989, discontinue Myles Place, South Geelong. Once the road has 

been advertised in the Government Gazette, Council and Department of Sustainability 

& Environment may independently offer their portion for sale to Fagg Bros Pty Ltd and 

conduct transfers. 

Fagg Bros Pty Ltd are the registered proprietors of all adjoining properties at 1-9 

Barwon Terrace, South Geelong, 298 Yarra Street, South Geelong and 38 Little Fyans 

Street, South Geelong. 

Discussion 

A site inspection has been undertaken by Council’s Property Services Department. 

Myles Place is a bitumen paved cul-de-sac intersecting with south of Little Fyans 

Street. It appears to be used predominantly for car parking purposes with Council 

portion fenced into the adjoining 298 Yarra Street, South Geelong and is being used for 

storage purposes. 

The inspection indicated that the road is no longer required for access and all abutting 

properties have alternate road frontage access. 

There is sewer infrastructure on the site and as such an easement in favour of Barwon 

Water will be created.





PLACE, SOUTH GEELONG (CONT’D) 


There are no environmental implications arising from this report. 


Council has obtained a valuation, for Council’s portion of Myles Place, South Geelong, 

from a certified Valuer and it is proposed that the land is offered to Fagg Bros Pty Ltd at 

$10,000.00 plus GST. 

Fagg Bros Pty Ltd will be responsible for all of Council’s costs and disbursements 

associated with the proposed discontinuance of the road reserve, and subsequent 

transfer of the land. 


Before proceeding with the discontinuance, Council must give public notice of the 

proposed discontinuance in accordance with sections 207A and 223 of the Act. The Act 

provides that a person may, within 28 days of the date of publication of the public 

notice, lodge a written submission regarding the proposed discontinuance. 

Where a person has made a written submission to Council requesting that he or she be 

heard in support of the written submission, the submission(s) will be heard by the 

Submissions Hearing Panel. The Panel will further report to the Council on the 

outcome of the hearing. 

If there are no submissions, the road will be discontinued and the land sold. 


No officers or contractors involved in the preparation of this report have a direct or 

indirect interest in matters to which this report relates. 


The risks involved in the discontinuance and sale of the road are not significant and 

can be managed in the normal manner. 


There are no social considerations arising from this report. 

Communication 

Discussions have been held with Road & Drainage Infrastructure and Barwon Water in 

relation to this matter and having considered all aspects of the proposed 

discontinuance it is appropriate for the Council to now give public notice of its intention 

to discontinue the road.




Appendix 9-1 

MOORABOOL STREET 

BARWON 

CLUB 

509 

517 - 531 

517 - 531 

517 - 531 

517 - 531 

517 - 531 

FAGGS 

WILLIS PLACE 

LITTLE FYANS 

FAGGS 

1 - 5 

STREET 

Government 

Road 

Government 

Road 

Council 

Road 

MYLES PLACE 

38 

Council 

Road 

298 

38 

FAGGS 

YARRA STREET 

BARWON 

TERRACE



SECTION C - NOTICE OF MOTION Page 50 

NOTICE OF MOTION – Cr Fisher 

An application has been received under the Councillor Community Grants Program that 

falls outside the established grant guidelines. However, where Councillors wish to 

support and fund such applications from the Councillor Community Grants Program 

funding allocation, the applications are brought to Council. 

The applicant is Hubcap Productions auspiced by Regional Arts Victoria who has 

applied for funds to assist with the production of ‘Dust’ a theatrical production about 

asbestos issues in the community. 

The request falls outside the Councillor Community Grants Program guideline that 

relates to applicants applying under the relevant Council Grant Program most suitable 

for the proposed project. The nature of the request fits within Council’s Community 

Arts program and would meet the guidelines if it was submitted within the established 

timelines of that Program. The project will take place prior to the finalisation of the 

Community Arts Grant Program announcement of successful applicants and was 

therefore submitted for consideration under the Councillor Community Grants Program. 

Cr Fisher moved, Cr Richards seconded - 

That Council support the following Councillor Community Grant Ward allocation 

to Hubcap Productions auspiced by Regional Arts Victoria for the production of 

‘Dust’. 

Ward name 

Allocation 

Buckley $3,000 

Corio $1,000 

Coryule $ 300 

Windermere $ 500 

Total $4,800 

Carried.



SECTION D – URGENT BUSINESS Page 51 

URGENT BUSINESS 

Cr Abley moved Cr Harwood seconded - 

That Council consider as urgent business a matter relative to participation in a 

Regional Development Australia Committee. 

Carried. 

Cr Abley moved, Cr Harwood seconded - 

That Council writes to the Honourable Maxine McKew (Parliamentary Secretary 

for Infrastructure, Transport, Regional Development and Local Government) and 

the Honourable Jacinta Allan (Minister for Regional and Rural Development) 

expressing the greatest concern at the exclusion of a representative of the City 

of Greater Geelong to the Regional Development Australia Committee. That 

Council writes to local State and Federal members of parliament seeking their 

support. We ask that an urgent review be undertaken with the intention to 

include an elected representative of the largest municipality within the region. 

Carried.



SECTION C - NOTICE OF MOTION Page 52 

CLOSE OF MEETING 

As there was no further business the meeting closed at 8.31p.m. Tuesday, 27 October 

2009. 

Signed: 

Chairperson 

Date of Confirmation:

Council Minutes - 27 October 2009 - City of Greater Geelong

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