Agenda - Hume City Council

ORDINARY COUNCIL MEETING OF 

THE HUME CITY COUNCIL 

MONDAY, 14 MAY 2012 

7:00 PM 

CONFERENCE ROOM 

HUME GLOBAL LEARNING CENTRE, CRAIGIEBURN 

OUR VISION: 

Hume City Council will be recognised as a leader in achieving 

social, environmental and economic outcomes with a common goal 

of connecting our proud community and celebrating the diversity of 

Hume.

HUME CITY COUNCIL 

______________________________________________________________________________ 

Notice of an 

ORDINARY COUNCIL MEETING OF THE HUME CITY COUNCIL 

to be held on Monday, 14 May 2012 

at 7:00 PM 

at the Conference Room, Hume Global Learning Centre, Craigieburn 

______________________________________________________________________________ 

To: a: Council 

Cr Ros Spence 

Cr Vic Dougall 

Cr Adem Atmaca 

Cr Drew Jessop 

Cr Jack Ogilvie 

Cr Helen Patsikatheodorou 

Cr Geoff Porter 

Cr Ann Potter 

Cr Burhan Yigit 

Mayor 

Deputy Mayor 

b: Officers Mr Domenic Isola 

Mr Daryl Whitfort 

Mr Steve Crawley 

Ms Margarita Caddick 

Mr Kelvin Walsh 

Ms Kylie Ezzy 

Chief Executive Officer 

Director City Governance and Information 

Director City Infrastructure 

Director City Communities 

Director City Sustainability 

Director Organisation and Community 

Learning 

ORDER OF BUSINESS 

1. PRAYER 

Hume City’s religious diversity strengthens and enriches community life and supports the 

well-being of the citizens of Hume City. Hume City Council acknowledges the importance of 

spiritual life and the leadership offered by the Hume City Inter Faith Leaders Network. In 

recognition of the religious diversity of residents in Hume City, Council has invited the Inter 

Faith Leaders Network to take responsibility for the opening prayer at Council meetings. 

This evening’s prayer will be led by Reverend Peter Weeks of the Craigieburn Uniting 

Church. 

Creator God, as winter approaches, 

we praise you for the wonder of your creation. 

We praise you for the beauty of the seasons; 

for the gift of life itself; 

and for the diversity of living things. 

God of diversity and harmony, 

we give thanks for this community of Hume City: 

for its variety of people, cultures and faiths; 

for its multi-faceted life and its vibrancy. 

Hume City Council PAGE 1

NOTICE OF MEETING 

14 MAY 2012 

ORDINARY COUNCIL MEETING OF COUNCIL 

We ask your blessing on this Council – 

those elected to serve and lead; 

those employed by Council to carry out its policies; 

those whose service is highly-visible, 

and those who are in the background. 

Bringer of Wisdom, 

as we meet together for tonight’s business 

may we be your instruments of justice, 

and bearers of love and mercy, 

that all may live in peace. 

In the name of Christ. Amen. 

2. APOLOGIES 

3. DISCLOSURE OF CONFLICTS OF INTERESTS: 

Councillors' attention is drawn to the provisions of the Local Government Act 1989 in relation 

to the disclosure of conflicts of interests. Councillors are required to disclose any conflict of 

interest immediately before consideration or discussion of the relevant item. Councillors are 

then required to leave the Chamber during discussion and not vote on the relevant item. 

4. ASSEMBLIES OF COUNCIL 

In accordance with section 80A(2) of the Local Government Act 1989, Council is required to 

report, as soon as practicable, to an Ordinary Meeting of Council, a record of any assemblies 

of Councillors held. 

Council held an Assembly of Council known as a Strategy and Policy Briefing on 23 April 

2012. The documents associated with this briefing have been determined by the Chief 

Executive Officer as confidential, under sections 77(2) and 89(2) of the Act. The record of 

this assembly has accordingly been reported to Council in the Confidential Section of the 

Council Agenda. 

Council also held the following Assembly of Council. 

RECOMMENDATION: 

That Council note the Record of Assembly for 16 April 2012. 



14 MAY 2012 


Record of an 

ASSEMBLY OF COUNCILLORS OF THE HUME CITY COUNCIL 

Assembly generally known as: 

Councillor Briefing 

Date of Assembly: 16 April 2012 Time of Assembly: 8.30 PM 

Place of Assembly: Hume Global Learning Centre 

COUNCILLORS IN ATTENDANCE 

Cr Ros Spence (Mayor) 

Cr Vic Dougall (Deputy Mayor) 

Cr Adem Atmaca 

Cr Drew Jessop 

Cr Jack Ogilvie 

Cr Ann Potter 

Cr Burhan Yigit 

Cr Helen Patsikatheodorou 

Cr Geoff Porter 

OFFICERS IN ATTENDANCE 

Mr Domenic Isola 

Mr Kelvin Walsh 

Mr Steve Crawley 

Ms Margarita Caddick 

Mr Daryl Whitfort 

Ms Marea Ekladious 

MATTERS CONSIDERED: 

Order Description Names of 

Councillors who 

disclosed conflict 

of interest 

1. 

Update on progress of Craigieburn Global 

Learning Centre 

Did the 

Councillor 

leave the 

meeting? 

Assembly Closed at: 9.00 PM 

RECORDED BY: 

Daryl Whitfort – Director City Governance and Information 



14 MAY 2012 


5. CONFIRMATION OF COUNCIL MINUTES 

5.1 Minutes of Meeting of the Hume City Council held on 16 April and 30 April 2012, 

including Confidential Minutes. 


THAT the Minutes of the Meeting of the Hume City Council held on 16 April and 

30 April 2012 including Confidential Minutes, as circulated, be confirmed. 

6. RECEIPT OF COUNCIL AND COMMUNITY COMMITTEE MINUTES AND 

RECOMMENDATIONS TO COUNCIL TO BE ADOPTED: 

Nil. 

7. PRESENTATION OF AWARDS 

7.1 Resident of the Month – Mr Kevin O’Callaghan 

(Nominated by Cr Drew Jessop) 

8. PUBLIC QUESTION TIME 

Answers will be provided to questions lodged by members of the public by noon on the day 

of the Council meeting pursuant to Council’s Governance Local Law 2009. 

9. NOTICES OF MOTION 



14 MAY 2012 


10. OFFICERS REPORTS 

The Mayor will ask the Councillors and gallery at the commencement of this section, which 

reports they wish to speak to. These reports will then be discussed in the order they appear 

on the notice paper. Reports not called will be dealt with in a block resolution at the end. 

Item No Title 

Page 

COUNCIL LEADERSHIP 

LE433 Correspondence received from or sent to Government Ministers or Members 

of Parliament - April 2012........................................................................................ 8 

LE434 Council Plan 2009-2013 (2011ActionUpdate) Third Quarter Progress Report . 25 

LE435 Proposed Budget 2012/13..................................................................................... 27 

PROSPERITY OF THE CITY 

PC69 Barry Road Shopping Centre- Submissions on the Special Charge Scheme . 36 

PC70 Hume Planning Scheme Amendment C164 - 275 Racecourse Road, Sunbury 

Rezoning - Authorisation ...................................................................................... 40 

PC71 Hume City Council Tourism Strategy 2011-2015 - Year One Progress Report 48 

PC72 Road Management Plan 2012 ............................................................................... 55 

COMMUNITY WELLBEING 

CW308 Closed Circuit Television (CCTV) in Sunbury Town Centre .............................. 58 

CW309 Road Safety Partnership Program 2012 .............................................................. 62 

CW310 Report on participation in the International Election Observer Mission to the 

2012 Timor-Leste Presidential Election and a visit to Aileu District................. 66 

CW311 Playspace Planning Framework and Reference Guide...................................... 69 

APPEARANCE OF THE CITY AND ENVIRONMENT 

AE56 Sustainability Report 2010-11............................................................................... 73 

AE57 Clean Energy Future Plan - Update...................................................................... 76 

AE58 Northern Alliance for Greenhouse Action - Memorandum of Understanding 

2012-2015................................................................................................................ 82 

AE59 Update on Development Contributions for Merrifield West and Lockerbie 

Precinct Structure Plans ....................................................................................... 96 



14 MAY 2012 


11. PETITIONS AND JOINT LETTERS 

PJL 223 

Petition requesting that Hume City Council immediately commits fully to the 

installation, maintenance and ongoing operation of a comprehensive CCTV 

network in the Sunbury Town Centre to protect public and private assets and 

increase personal safety. 

A petition has been received containing 115 signatures, requesting that Hume City 

Council immediately commits fully to the installation, maintenance and ongoing 

operation of a comprehensive CCTV network in the Sunbury Town Centre to protect 

public and private assets and increase personal safety. 

RECOMMENDATION 

That the petition be received, circulated to Councillors, and the first named 

signatory of the petition be advised that the matter has been referred to the 

Director City Communities. 

PJL 224 

Petition objecting to the proposal to remove part (a) of the restrictive 

covenant E257997 as outlined in planning permit application P15731 at 4 

Kingsmere Close, Gladstone Park. 

A petition has been received containing 62 signatures, objecting to the proposal to 

remove part (a) of the restrictive covenant E257997 as outlined in planning permit 

application P15731 at 4 Kingsmere Close, Gladstone Park. 




Manager Statutory Planning for consideration in the assessment of planning 

permit application P15731. 

PJL 225 

Petition requesting the construction of a roundabout at the intersection of 

Hothlyn Drive and Mitford Crescent (northern end) to address the difficulty 

and danger in turning into Hothlyn Drive from Mitford Crescent during school 

drop off/pick up times, an in work and railway station traffic. 

A petition has been received containing 51 signatures, requesting the construction 

of a roundabout at the intersection of Hothlyn Drive and Mitford Crescent (northern 

end) to address the difficulty and danger in turning into Hothlyn Drive from Mitford 

Crescent during school drop off/pick up times, an in work and railway station traffic. 




Manager Traffic, Civil Design and Asset Management. 



14 MAY 2012 


12. DEPUTATIONS 

13. URGENT BUSINESS 

14. DELEGATES REPORTS 

15. GENERAL BUSINESS 

16. CONFIDENTIAL MATTERS 

The Meeting may be closed to members of the public to consider confidential matters. 


THAT the Council close the meeting to the public pursuant to Section 89(2) of the 

Local Government Act 1989 to discuss any matter which the Council or special 

committee considers would prejudice the Council or any person. 

17. CLOSURE OF MEETING 

DOMENIC ISOLA 

CHIEF EXECUTIVE OFFICER 

10 May 2012 


REPORTS – COUNCIL LEADERSHIP 

14 MAY 2012 


COUNCIL PLAN THEME – COUNCIL LEADERSHIP 

REPORT NO: 

REPORT TITLE: 

SOURCE: 

DIVISION: 

FILE NO: 

LE433 

Correspondence received from or sent to Government 

Ministers or Members of Parliament - April 2012 

Paul White, Coordinator Corporate Knowledge 

City Governance and Information 

HCC04/13 

POLICY: -- 

STRATEGIC OBJECTIVE: 

Accountable Leadership 

1. SUMMARY OF REPORT: 

This report presents a summary of correspondence relating to Council resolutions or 

correspondence that is considered to be of interest to Councillors received from and sent to 

State and Federal Government Ministers and Members of Parliament. 

2. RECOMMENDATION: 

That Council notes this report on correspondence sent to and received from 

Government Ministers and Members of Parliament. 

3. DISCUSSION: 

There is a range of correspondence sent to and received from State and Federal 

Government Ministers and Members of Parliament during the normal course of Council’s 

operations. 



14 MAY 2012 


REPORT NO: LE433 (cont.) 

CORRESPONDENCE RELATING TO COUNCIL RESOLUTIONS 

Direction Subject Minister or 

Member of 

Parliament 

Date 

Received / 

Sent 

Outwards 

Public Safety 

Infrastructure Fund - 

Sunbury CCTV – 

Funding of 

installation 

Minister for 

Crime 

Prevention 16/03/2012 

Responsible 

Officer 

Council 

Minute 

Reference 

Attachment 

Director City 

Communities OGI292 1 

Outwards 

Precinct Structure 

Plan Program for 

Sunbury Growth 

Areas 

Minister for 

Planning 22/03/2012 


Sustainability OGI299 2 

Outwards 

Request for 

Ministerial 

Amendment – 182 

Widford Street and 

12 Freda Street 

Broadmeadows 

Minister for 



Sustainability CW288 3 

Inwards 

Inwards 

Outwards 

Sunbury 

Electrification 

Project 


Plans for Lockerbie 

Merrifield West and 

Diggers Rest 


Plans for Lockerbie 

Merrifield West and 

Diggers Rest 

Minister for 

Public 

Transport 

Minister for 

Roads 06/03/2012 

Minister for 


Minister for 


Manager 

Economic 

Development POT208 4 


Sustainability AE52 5 


Sustainability AE52 6 

CORRESPONDENCE OF INTEREST TO COUNCILLORS 

Direction Subject Minister or 

Member of 

Parliament 

Outwards 

Inwards 

Electoral Office Relocation – 

Broadmeadows Central Activities 

Area 

Kindergarten Funding Rates 

2013 

Date 

Received / 

Sent 

State Member 

for 

Broadmeadows 01/03/2012 

Minister for 

Housing Minister 

for Children & 

Early Childhood 

Development 29/03/2012 

Responsible 

Officer 

Attachment 

Manager 

Transit City 

and Urban 

Design 7 

Manager 

Family & 

Children’s 

Services 8 

Inwards 

Certificate of Appreciation for ten 

years participation in the 

Department of Health / Municipal 

Association of Victoria Cigarette 

Sales to Minors Program 

Minister for 

Health 02/04/2012 

Manager 

Aged 

Services and 

Public Health 9 



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Attachment 6 



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Attachment 8 



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Attachment 9 



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14 MAY 2012 


REPORT NO: 

REPORT TITLE: 

SOURCE: 

DIVISION: 

FILE NO: 

LE434 

Council Plan 2009-2013 (2011 Action Update) Third 

Quarter Progress Report 

Ben Jordan, Organisation Planning and Improvement 

Officer 

Organisation and Community Learning 

HCC06/152 

POLICY: 




This report and attachment detail the progress of actions and indicators for the period 1 July 

2011 to 31 March 2012 of the Council Plan 2009-2013 (2011 Action Update). 


That Council notes the progress of actions and indicators of the Council Plan 2009- 

2013 (2011 Action Update) [refer Attachment One]. 


3.1 The Council Plan 2009-2013 (2011 Action Update) was adopted by Council on 27 

June 2011, with 110 Annual Actions determined for the 2011/12 Financial Year. 

3.2 Responsibility for achieving the actions sits with Departments or across multiple 

Departments. 

3.3 Reports are provided quarterly to Council detailing the progress with the Council 

Plan annual actions and measuring the performance of Council services. 

3.4 This report is the Third Quarter Progress Report for 2011/2012 and includes 

progress on Council Plan Annual Actions and Quarterly Indicators. 

3.5 Progress on the Advocacy Actions of the Council Plan 2009-2013 is reported in the 

Second Quarter and Final Progress Reports. The Strategic Indicators of the Council 

Plan 2009-2013 will be reported on in the Final Progress Report only. 

3.6 This report and attachment are used to assist with good governance practices 

through reporting, monitoring and accountability to our residents and community. 



14 MAY 2012 



3.7 A summary of the status of the 110 annual actions for 2011/2012 and 6 actions 

carried over from 2010/2011 is tabulated below. 

Progress No of actions at this stage % actions at this stage 

Completed 13 11.2% 

Significant 

83 71.5% 

Progress 

Some 

18 15.5% 

Progress 

No Progress 0 0% 

Deferred 2 1.8% 

3.8 The two deferred items relate to: 

3.8.1 Implement the Breast Feeding Strategy - Council is participating in a Breast 

Feeding Research Project until 2013. Findings from the Research Project will 

then be used to inform the development of a Breast Feeding Strategy. 

3.8.2 Present Part B of the feasibility study into the need for a Regional Performing 

Arts and Cultural Centre within Hume City - Part B is awaiting the outcome of 

investigations into the expansion of the HGLC Broadmeadows and the Hume 

Central Development Plan. 

4. CONCLUSION: 

This report and attachment provide update on progress with the actions and indicators of the 

Council Plan 2009-2013 (2011 Action Update). 


COUNCIL PLAN 2009-2013 

(2011 Action Update) 

THIRD QUARTER PROGRESS 

REPORT 2011/12

CONTENTS 

THEME 1: COUNCIL LEADERSHIP 

Strategic Objective 1.1: Accountable Leadership………………………………………...4 

THEME 2: PROSPERITY OF THE CITY 

Strategic Objective 2.1: Economy………………………………………………………...12 

Strategic Objective 2.2: Transport…..……………………………………………………18 

Strategic Objective 2.3: Learning…………………………………………………………21 

THEME 3: COMMUNITY WELLBEING 

Strategic Objective 3.1: Social Inclusion…………………………………………………28 

Strategic Objective 3.2: Health, Safety and Wellbeing…………………………………37 

Strategic Objective 3.3: Arts, Leisure and Recreation………………………………....44 

THEME 4: APPEARANCE OF THE CITY AND ENVIRONMENT 

Strategic Objective 4.1: Appearance of the City………………………………………...49 

Strategic Objective 4.2: Asset Management…………………………………………….53 

Strategic Objective 4.3: Natural Environment…………………………………………...56 

Council Plan 2009-2013 (2011 Action Update) Third Quarter Progress Report 

Page 2 of 60

SUMMARY 

Progress No of actions at this stage % actions at this stage 

Completed 13 11.2% 

Significant Progress 83 71.5% 

Some Progress 18 15.5% 

No Progress 0 0% 

Deferred 2 1.8% 

Council Plan 2009-2013 (2011 Action Update) Third Quarter Progress Report 

Page 3 of 60

THEME 1: Council Leadership 

Strategic Objective 1.1: Accountable Leadership 

Strategy 1.1.1 Continue to review service provision and effectiveness of Council operations. 

Action Division Progress Description of Progress 

Departments to improve the quality of their services through 

implementation of the Customer Focus Strategy including: 

• Customer Journey Mapping 

• Enabling customers to enter requests online (Merit) via 

Council’s website 

• Developing and implementing Year 1 Actions of the 

Customer Focus Strategy across all functions of Council. 

Undertake community consultation, research and 

benchmarking including: 

• An Annual Community Survey on Council’s performance 

• Hume Integrated Growth Area Planning consultation and 

research for Sunbury 

• HACC client satisfaction survey 

• Service specific consultation and analysis of service usage 

data and demographics as required. 

City Governance 

& Information 

Organisation & 

Community 

Learning, City 

Sustainability, 

City Communities 

Significant 

Progress 

Significant 

Progress 

The Customer Journey Mapping guide has been completed. 

Work has commenced with Merit Technology to enable online 

requests and integration of mobile application requests into the 

Merit CRM, this will be completed in late 2012. 

The Customer Focus Strategy is being developed, four Customer 

Focus sessions have been conducted for key staff with two more 

sessions to be held in May. Community consultation was 

conducted at the Craigieburn Festival and ongoing consultation is 

occurring. 

Consultation, research and benchmarking has been undertaken 

as follows: 

• The Annual Community Survey Report has been finalised and 

was presented at the Council Planning Weekend. 

• HIGAP consultation and research is being progressively 

undertaken. Consultation on the Sunbury HIGAP preferred 

options paper was undertaken in November 2011. 

Consultation on the draft Spatial Strategy and delivery 

Strategy is proposed for April 2012 

• HACC client satisfaction survey, including community 

consultation has been undertaken and report completed. An 

action plan has been developed to address survey outcomes. 

*Carry over from 2010/11 Actions of Council Plan 2009-2013 

Council Plan 2009-2013 (2011 Action Update) Third Quarter Progress Report Page 4 of 60



Strategy 1.1.1 Continue to review service provision and effectiveness of Council operations. 


*Implement Active Service Model (ASM) to new and existing 

clients in Aged and Disability Services to improve service 

delivery. 

City Communities Significant 

Progress 

Council and Dianella are currently developing a booklet for new 

and existing clients which will be rolled out by Council staff. This 

will guide an ASM approach to task completion. 

Direct Care staff have been trained with a focus on the practical 

implementation of an Active Service Model approach during 

service delivery. Training for Assessment Officers/Team Leaders 

has been provided to ensure an ASM approach is always taken. 

In addition, staff have been trained in Motivational Interviewing 

techniques. A tool aimed to support staff in implementing an ASM 

approach with new and existing clients is currently in draft form. 

Our assessment tool has been modified to ensure an ASM focus. 

Publicity material has been developed with communication 

supporting an ASM approach to service delivery. 

Strategy 1.1.2 Promote Council’s services and initiatives. 

Increase community engagement and promote civic pride by 

communicating the progress of key projects and events, 

including: 

• Sunbury - 175 Year Celebrations, Racecourse Road 

• Craigieburn - Town Centre, Hume Global Learning Centre - 

Craigieburn, Aitken Boulevard 

• Broadmeadows - Central Activities District, Town Park 


Community 

Learning 

Significant 

Progress 

Media coverage was generally positive of Council's key projects 

with several articles on Craigieburn Town Centre, business 

success in Hume, and profiles on economic development staff. 

Planning of communications for HGLC - Craigieburn is well 

underway. 





Strategy 1.1.2 Promote Council’s services and initiatives. 


Complete the 2011/12 actions of the External Communications 

Review (OCL). 


Community 

Learning 

Significant 

Progress 

Several projects have now been completed including: 

• A redesign and new formats for Hume Pride and Page 4 

(launch date to be determined), 

• Updating the branding style guide to feature new sections on 

accessibility and sustainability, 

• Media partnerships on local community issues, and 

• Improved use of social media and development of a new 

policy. 

Next projects to be delivered include improved distribution of 

Council publications (in line with the launch of new look Hume 

Pride), a review of CALD communications, use of new tools, and 

the review of the writing style guide (as part of the internal 

communications review). 





Strategy 1.1.3 Promote Hume City Council as a leading employer. 


Implement the People and Culture Strategy to attract, retain 

and develop Council staff, this includes: 

• Workforce planning 

• Recruitment, selection and induction 

• Learning and development 

• Implementation of Australian Standard AS4801 OH&S 

Management Systems 

• Staff Survey. 


Community 

Learning 

Significant 

Progress 

Progress with the People and Culture Strategy includes: 

• A certificate of registration for AS4801 (OHS) accreditation 

was received for Parks, Services, Leisure and Aged Services. 

Some minor non-conformances were observed and corrective 

actions are being undertaken. 

• Recruitment and Selection training has commenced and 

further sessions have been scheduled for 2012. Training will 

be mandatory for staff involved in selection panels. 

• Mandatory Equal Opportunity training was completed across 

all workplaces in October/November 2011. 

• A new induction program was implemented in August 2011, 

positive feedback has been received about the new program. 

• A new staff appraisal system was implemented in August 

2011. Manager/Supervisor training was undertaken in 

September 2011 and all staff training was completed in 

October 2011. A new guide and forms have been developed. 

• Discussions have commenced with suppliers for a leadership 

development program to be implemented in 2012. 

• The Employer Branding Project has commenced and stage 1 

(data collection and framework) was completed in March 2012. 

A briefing paper will be presented to EMT soon. This project 

involves many of the OCL departments. 

• The Structured Training Program to provide work placements 

for DHS clients has commenced. The first group of 6 trainees 

started in February 2012 in Family and Children’s Services 

and Aged Services and Public Health. An evaluation will be 

undertaken with a view to another trainee program in 2012. 

• A workforce planning project will commence in mid-2012. 

• The first round of casual employees to be offered permanent 

employment under the Hume City Council Enterprise 

Agreement (2010-2013) provisions is due to be completed 

soon and staff information sessions have been undertaken. 





Strategy 1.1.4 Adopt the use of technology to enhance service delivery. 


Enhance a system to record HACC assessment hours in 

compliance with the Department of Health Guidelines. 

Strategy 1.1.5 Manage Council financial and staff assets in a prudent and transparent. 

City Communities Completed A system to record HACC assessment hours has been developed 

and has been implemented. 

Progress the development of Racecourse Road by determining 

the preferred developer and development approach. 


& Information 

Significant 

Progress 

Application for Ministerial Approval for the Exercise of 

Entrepreneurial Powers in relation to the Project Delivery 

Agreement between Hume City Council and Australand 

Residential No. 166 Pty Limited at 275 Racecourse Road, 

Sunbury was sent to Minister for Local Government on 23 

December 2011. A response is expected by the end of May. 

Stage 4 of 5 of the revaluation process has been submitted to the 

Valuer General. 

Progress on redevelopment opportunities is as follows: 

• Evans/Station Street. The terms of engagement with Sunbury 

Central Pty Ltd have been terminated and Council will explore 

other opportunities for this site. 

• Dallas Car Park. Preliminary site investigations are currently 

underway and a draft design / built form guidelines are being 

prepared. Following this, an Expression of Interest will be 

prepared. 

• Jacana Reserve. A consultant has been engaged to prepare a 

draft masterplan for the precinct. The masterplan will primarily 

focus on the open space opportunities and will incorporate 

residential opportunities where possible. 

A draft Revenue Strategy has been developed and presented to 

Council in February 2012 and an Action Plan will now be 

prepared for approval and resourcing. 

Perform the Revaluation of the 2012 Valuation in accordance 

with valuation best practice guidelines. 

Seek agreements and redevelopment opportunities for: 

• the corner of Evans and Station Streets in Sunbury 

• Dallas Car Park and Jacana Reserve. 


& Information 


& Information 

Significant 

Progress 

Some Progress 

Develop and implement a Revenue Strategy to broaden 

Council’s sources of funding. 


& Information 

Some Progress 





Strategy 1.1.6 Support appropriate electoral representation for the Hume community. 


Implement Council’s Community Engagement Framework to 

increase community satisfaction with “Council’s level of 

consultation with the community on local issues”. This 

includes: 

• Implementing training and development opportunities to 

build organisational capacity to undertake community 

engagement 

• Provide clear guidelines and tools for undertaking 

community engagement activities 

• Undertake Ward Meetings across all Wards. 


Community 


Governance & 

Information 

Significant 

Progress 

Implementation of the Engagement Framework is in progress with 

community engagement tools and guidelines currently being 

developed. A consultancy firm has been appointed to deliver 

organisational training on community engagement and 

implementation of the framework. 

The Ward Meeting Program is on target as follows: 

• Airport Ward - completed 20 July 2011 

• Merri Ward - completed 12 October 2011 

• Aitken Ward - completed 7 March 2012 

• Jacksons Creek Ward - scheduled 30 May 2012. 

Provide a submission for the Electoral Representation Review 

by February 2012. 


& Information 

Strategy 1.1.7 Promote Hume City Council as a leader in Local Government. 

Significant 

Progress 

Council adopted its submission to the Hume City Council Electoral 

Representation Review at its meeting of 28 November 2011. It 

was submitted to the Victorian Electoral Commission on 5 

December 2011. 

Council has now made a further response to the Draft Report of 

released in February 2012 and presented its submission on 21 

March 2012 to the VEC. The Final Electoral Representation 

Review Report is due on 11 April 2012. 

Analyse the possible expansion of the Global Learning Centre 

to provide for civic, commercial and staffing functions through 

the development of a business case. 


& Information 

Significant 

Progress 

Peddle Thorp Architects have been engaged to review and report 

on the structural, civil and services engineering requirements for 

an expansion of the GLC. The report will also include Quantity 

Surveyed cost estimates and the Final Report is expected to be 

completed in April 2012. 

A media and advocacy report is prepared fortnightly to highlight 

opportunities which are pursued in local and metro publications 

and industry journals. 

Continue to promote Hume City Council as a leader in Local 

Government through identification of media and marketing 

opportunities within metro media, industry publications and 

other strategies. 


Community 

Learning 

Significant 

Progress 





QUARTERLY INDICATORS 

Indicator Department YTD Comment/Result 

YTD correspondence figures (% of red letters responded to within 10 

days) 

YTD completion/implementation rate with the recommendations of 

the internal audit committee. 

Percentage of customer service enquiries resolved on first call 

(Target: >80%) 

YTD volumes and comparison to previous year for: 

• Telephone enquiries 

• Face to face visits 

• Emails responded to 

(Target: 3% decrease on previous year as online contact increases) 

Quarterly Indicators: Advocacy for YTD includes: 

• Grant/funding applications made and $ applied for 

• Number of successful grant/funding applications announced 

• Grant/funding $ announced 

Meet financial ratios for the YTD including: 

• Working Capital Ratio (1.13) 

• Debt Servicing Ratio (0.64%) 

• Debt Commitment Ratio (4.68%) 

• Debt Exposure Ratio (17.21%) 

• Supplementary Rates, Actual v Budget (Budget - $1.6M) 

• Interest Income, Actual v Budget (Budget - $1.5M) 

Corporate Services 


Customer Service 


Economic 

Development 

Finance 

To date in 2011/12, 69.7% of red letters were responded to within 10 days. 

The implementation rate with the recommendations of the Internal Audit 

Committee at the most recent meeting (February 2012) was 43%. 

For the, year to date in 2011/12, 77% of customer service enquiries have 

been resolved on first call. 

Customer service figures to date for 2011/12 are as follows: 

• 150,906 Telephone enquiries compared to 129,865 in 2010/11 

• 37,088 Face to face visits compared to 27,250 in 2010/11 

• 2231 Emails responded to compared to 1881 in 2010/11. 

Live Chat online is averaging 90 customers per month. 

During 2011/12, Council has submitted 33 grant applications seeking $4.59 

million in funding. 

13 grants have been announced totalling $6.1 million. 

For the 9 months ending 31 March 2012, key financial ratios were: 

• Working Capital Ratio (3.13) 

• Debt Servicing Ratio (0.44%) 

• Debt Commitment Ratio (3.85%) 

• Debt Exposure Ratio (4.73%) 

• Supplementary Rates - $1.8m (budget - $1.6M) 

• Interest Income - $1.5m Actual v $1.1m Budget (annual budget - 

$1.5M). 





QUARTERLY INDICATORS (continued) 


Meet Human Resources targets for 2011/12 including: 

• Reduction in performance appraisals overdue by 20% 

• Reduction in job vacancies unfilled for greater than three months 

by 10% 

• All training for new performance appraisal program for 

staff completed by October 2011 

• Reduction in staff with greater than 40 days annual leave by 10% 

YTD number of news articles published and % that were negative 

(Target - less than 15%). 

Human Resources 

Marketing and 

Communications 

Progress to date with Human Resources targets for 2011/12 is as follows: 

• The number of performance appraisals overdue increased by 1.5% (263 

to 267) from 31 December 2011 to 31 March 2012. 

• Job vacancies greater than three months increased by 26% (15 to 19) 

from 31 December 2011 to 31 March 2012. 

• Performance appraisal training for Managers and Supervisors was 

completed in September 2011. Training for other staff was completed in 

October 2011. 

• There was a 17% decrease in staff (95 to 79) with greater than 40 days 

annual leave from 31 December 2011 to 31 March 2012. 

Council issued 22 media releases during the March Quarter - advocating on 

issues of community concern such as HILATS, Craigieburn Town Centre, 

economic development initiatives and fire safety awareness. 

Media coverage in Q3 remained positive with 258 articles / televisions 

stories or radio reports on Hume City Council with only 4.7% of those 

negative towards Council. 

As a result, in the nine months to 31 March 2012, 116 media releases have 

been issued and there have been 654 media stories mentioning Hume City 

Council. Of these, only 53 were regarded as negative (8.1%). 



THEME 2: Prosperity of the City 

Strategic Objective 2.1: Economy 

Strategy 2.1.1 Facilitate the economic development of the City including Craigieburn Town Centre, Broadmeadows Central Activities District, Melbourne 

Airport, Sunbury Town Centre and identified employment areas. 


Partner with the State Government on the renewal, 

development and promotion of Broadmeadows Central 

Activities District (CAD) as Melbourne’s Capital of the North. 

City Sustainability 

Significant 

Progress 

The draft BAA Structure Plan was exhibited for a period of five 

weeks to 9 December 2011. Following review of feedback from 

the community and other stakeholders, the Structure Plan was 

updated and adopted by Council on 26th March 2012. Planning 

Controls to support the implementation of the Structure Plan will 

be developed over the coming months. 

The State Government is committed to the ongoing development 

of Broadmeadows as the primary activity centre for employment 

and services for northern metropolitan Melbourne and is 

collaborating with Council on the planning for and improvement of 

the Broadmeadows Activities Area. 

Shared priorities for 2011/12 include: 

• Finalisation of the BAA Structure Plan 

• Research and investigation of commercial, retail and 

residential development opportunities for Eastmeadows 

• Completion of the design development and commencement of 

construction for the upgraded Broadmeadows Railway Station 

and Broadmeadows Leisure Centre. 





Strategy 2.1.1 Facilitate the economic development of the City including Craigieburn Town Centre, Broadmeadows Central Activities District, Melbourne 

Airport, Sunbury Town Centre and identified employment areas. 


Support economic development, subdivisional activity and 

employment growth within: 

• Craigieburn Town Centre 

• Broadmeadows CAD 

• Melbourne Airport 

• Sunbury Town Centre (including Town Centre Structure 

Plan) 

• Employment/Growth areas. 

City 


City Infrastructure 

Significant 

Progress 

Support for economic development, subdivisional activity and 

employment growth is ongoing including: 

• Commencement of the Craigieburn Town Centre. 

• Launch of Joblink 3064 in March 2012, an employment 

demonstration project developed in Craigieburn in partnership 

with Stockland, KANGAN Institute, Meadow Heights Learning 

Shop and Craigieburn Renewal. It supports local jobs for local 

people with new Highlands Estate Shopping Centre and 

currently has 300 Facebook members and 80 job registrations. 

• Supporting the Sunbury Business Association to develop a 

Special Charge Scheme to present to Council. This will 

promote the Sunbury Town Centre as a retail destination. 

• The Sunbury Town Centre Capacity Assessment has informed 

and scale and direction of growth in the Town Centre and 

supporting centres within Sunbury. The Sunbury Town Centre 

Parking Precinct Plan has identified future parking options 

within the Centre which when implemented will unlock land for 

development. 





Strategy 2.1.2 Support the economy in Hume by marketing the City’s many locational and competitive advantages to encourage new and existing businesses, 

agencies, Government departments and related authorities to invest and establish in Hume. 


Implement the new Economic Development Strategy for Hume 

including: 

• Implementation of a Hume Business Directory 

• Development of a Corporate Social Responsibility Policy 

for Hume. 


Significant 

Progress 

The Hume Economic Development Strategy was adopted by 

Council on 13 March 2012 and will be formally launched in May. 

The Hume Business Directory and the Corporate Social 

Responsibility Policy are currently under development. 

Strategy 2.1.3 Encourage and celebrate excellence, innovation and sustainable practices amongst Hume businesses, identifying clusters and networks to 

support prosperity and success. 

Support, promote and showcase outstanding Hume 

businesses through the NORTH Link Northern Business 

Achievement Awards and the annual Hume Business Awards. 

City Sustainability Completed The Annual Hume Business Awards were successfully delivered 

at the Airport Parkroyal on 20 October 2011. Hume businesses 

won four of seven awards at the December 2011 NBAA Breakfast 

Awards finale including: 

• Kara Group of Companies manufacturing panels, laminates 

and boards won The Export Award. 

• Willow Wear manufacturing homewares and storage products 

won the HR Award, the Sustainability Award and the overall 

Business of the Year Award. 





Strategy 2.1.4 Facilitate and support activities that enhance opportunities for employment for Hume residents, reducing the need for extended travel. 


Continue to support efforts to bring new commercial 

development into Hume’s activity centres to create more local 

employment including: 

• Respond to commercial development enquiries for Hume’s 

activities centres and promote the ‘Hume City – The Place 

to Do Business’ prospectus booklet to commercial property 

investors. 

• Work with Department of Planning and Community 

City Sustainability Significant 

Progress 

Following the rezoning of two former industrial sites in 

Broadmeadows to Mixed Use, Council is working with developers 

on the potential redevelopment of these sites for commercial, 

retail and residential purposes. 

In March 2012 Council was advised that the State Government is 

not to proceeding with the Government Services Building in the 

Broadmeadows Activities Area. The State Government will work 

in partnership with Council on other BAA projects. 

Development on securing government services buildings to 

Preliminary work on a Development Plan for Council owned land 

the Broadmeadows Central Activities District. 

within Hume Central has commenced. It will identify opportunities 

• Build the Sunbury Town Centre database for the purposes 

for mixed use development in a high quality street based setting. 

of encouraging new commercial development consistent 

The Sunbury Town Centre Database is complete and updated in 

with the Sunbury Structure Plan. 

December 2011. The Database provides important information to 

the community, investors, developers and traders. It details 

information about planning permits, historical uses, sales price 

history and ownership information (where owners consent). 

Support the continuance of the Aboriginal Employment 

Scheme. 


Significant 

Progress 

Hume City Council received the Wurreker Local Government 

Employer Award in September 2011. The Award recognises the 

collaborative achievements to develop and support pathways to 

sustainable employment in closing the Gap for the Aboriginal and 

Torres Strait Islander Communities. This has been a whole of 

organisation approach over the past four years. 

Achievements include employment of two full-time trainees, two 

school-based trainees and recruitment of three Aboriginal or 

Torres Strait Islander applicants in Aged Care and Health. 

The Customer Service trainee successfully completed the 

traineeship and is currently working on a casual basis with 

Council whilst being supported to secure full time employment. A 

school based trainee is currently located in Information Services. 

The project is currently being reviewed to inform the recruitment 

of the next round of trainees. 





Strategy 2.1.5 Encourage the establishment of ‘new economy’ and ‘sunrise’ industries in Hume, particularly low-carbon industries. 


Identify ‘sunset’ industries and develop strategies that will: 

• Assist employees into alternative industries. 

• Support Hume’s industrial sector to switch to a lowercarbon 

economy. 


Progress 

The Business Efficiency Network Carbon Tax Forum was 

delivered in February 2012. 

Council successfully delivered Manufacturing Melbourne's Future 

Forum held in August 2011, which had a focus on improving 

sustainability, waste reduction and resource efficiency. 

A Leadership and Cultural Change Forum was also delivered in 

November 2011. 

Strategy 2.1.6 Facilitate the development of sustainable urban environments through structure planning and activity centre planning. 

Undertake the Hume Integrated Growth Area Plan - Sunbury 

(HIGAP). 

Oversee, assess and monitor the implementation of Precinct 

Structure and Local Development Plans including: 

• Greenvale – Central, North (R1), West (R3), Lakes East 

• Hume Highway and northern Hume Industrial Precincts. 

• Craigieburn – West (R2) and Highlands. 

Review the Hume Planning Scheme including the MSS in 

accordance with the Planning and Environment Act 1987. 


Significant 

Progress 

The Sunbury HIGAP Preferred Options Paper was released for 

public comment from November 2011 until 13 January 2012. A 

draft Spatial Strategy and Infrastructure Delivery Strategy has 

been prepared which is proposed to be released for public 

comment in April 2012. 

City Sustainability Completed Planning Permits have been issued to implement the R2 and R3 

Precinct Structure Plans. This has included the preparation of 

agreements to secure the upfront delivery of major infrastructure 

items. 


Significant 

Progress 

New planning policies for Activity Centres and Transport are 

being prepared following adoption of the Hume Integrated Land 

Use and Transport Strategy in November 2011. Amendment 

C134 - to introduce a new policy to apply best practice to the 

management of stormwater in industrial developments was 

considered by a planning panel in March 2012. 







YTD planning applications: 

• number received and number decided 

• median processing days (gross) 

• percentage decided within statutory timeframe (60 days) 

Number of notices/permits issued and enforcement success rate 

(%) of: 

• Building Investigations 

• Building Audits 

• Asset Protection Permits (Building Control) 

• Fire Prevention 

• Road Management Permits 

Broadmeadows Central Activities District comparisons for: 

• % of public sector investment compared to the other 

CADs/Councils/State Average (Target range 80-120%) 

• % of private sector investment compared to other 

CADs/Councils/State Average (Target range: 60-120%) 

Statutory Planning For the period 1 July 2011 to 31 March 2012: 

• 693 applications for planning permits were received with 625 decisions 

made 

• The average time to determine applications was 71 days 

• 40.8% of applications were determined within the 60 day statutory 

timeframe 

Services 

Permits/notices issued to date in 2011/12 include: 

• 289 Building Control Investigations 

• 152 Building Safety ESM and Pool Barrier Audits 

• 958 Asset Protection Permits (Building Control) 

• 1072 Fire Prevention Notices issued and 103 infringements issued for 

failing to comply with Fire Prevention Notice 

• 510 Road Management Permits issued 

• 56 Road Management Permits issued under enforcement 

Central Activities District 

and Urban Design 

The DPCD has recently commenced the comparative assessment of 

investment in the six Central Activities Areas. Baseline findings on public 

and private sector investment will be available in the final quarter. 




Strategic Objective 2.2: Transport 

Strategy 2.2.1 Develop safe, innovative, accessible and sustainable public transport infrastructure and services in partnership with relevant stakeholders where 

appropriate. 


Develop a Parking Precinct Plan for the Sunbury Town Centre 

that: 

• Identifies appropriate parking rates and projections for car 

parking demand 

• Identifies options for additional parking within the Sunbury 

Town Centre. 

Develop an Integrated Transport Plan for the Broadmeadows 

Central Activities District area including the Hume Central Car 

Parking Strategy. 


Significant 

Progress 

A preferred approach to managing parking within the Sunbury 

Town Centre has been developed for consideration and 

discussion by Council in April 2012. 

City Sustainability Some Progress Transport priorities for the Broadmeadows Activities Area have 

been incorporated in the BAA Structure Plan and the Hume 

Integrated Land and Transport Strategy. Progress includes: 

• Value assessment of the Meadowlink shared walking and 

cycling link masterplan to enable implementation to occur in 

late 2012. 

• Modelling, in conjunction with Vic Roads, of improved 

connections between the East and West sides of 

Broadmeadows. 

• The Draft Car Parking Strategy for the Broadmeadows Town 

Centre is being finalised to align with the State Government's 

proposed changes to car parking provisions for developments 

and activity centres. 

Strategy 2.2.2 Support the investigation of opportunities for the safe separation of freight and other transport activities. 

Within growth areas ensure that development standards and 

subdivisions provide suitable transport linkages including 

roads, footpath, shared path and on-road bike path networks 

and bus stop connections through: 

• Precinct Structure Plans 

• Development Plans 

• Planning Permits 

• Civil and Landscape Plans. 




Significant 

Progress 

The processing of new precinct structure plans and planning 

permits with consideration for appropriate transport linkages is 

ongoing. 

Submissions on the provision of Public Transport and Walking 

and Cycling links have been incorporated into Council's input to 

the Growth Corridor Plans and accelerated Precinct Structure 

Plans for Lockerbie and Merrifield. 





Strategy 2.2.3 Facilitate appropriate linkages throughout the municipality that connect a hierarchy of transport options. 


Create regional open space linkages, including shared paths to 

provide access to activity centres, community hubs, arterial 

roads and public transport. 

Strategy 2.2.4 Ensure enhanced transport opportunities for the Hume community. 

City Infrastructure Completed The Connecting Craigieburn program is partially completed with 

path improvements in Craigieburn Gardens, including exercise 

stations and a drinking fountain. The Hanson Road shared 

pathway between Kingswood Drive and Grand Boulevard, 

Craigieburn has been completed. 

Stage 1 of Sunbury Missing Links has been delivered and this 

includes path upgrades along Blind Creek (around Clarke Oval) 

and Sunbury Recreation Reserve and along Racecourse Road 

(around Sunbury College). 

Malcolm Creek Regional Parkland shared path is completed. 

Further detailed investigation and planning for an expanded 

shared path network is underway. 

Ensure that appropriate provision for future public transport 

occurs in all new subdivisions in accordance with ResCode 

requirements. 

Undertake Local Area Traffic Management Studies in 

Roxburgh Park West and Sunbury East. 


Infrastructure, 



Significant 

Progress 

Appropriate provision for future public transport, in accordance 

with ResCode requirements, is ongoing. 

Significant 

Progress 

Traffic surveys for Roxburgh Park West and Sunbury East have 

been completed and accident data collected for both study areas. 

Consultation with residents has been completed. A Council 

Report is scheduled for 14 May 2012 to adopt LATM Plans. 

Strategy 2.2.5 Develop sustainable integrated transport options across Hume City. 

Implement the Hume Integrated Land Use and Transport 

Strategy (HILATS) including: 

• Incorporation of the Healthy by Design requirements into 

the Hume Planning Scheme 

• Development of Transport Access Guides to enable the 

community to identify sustainable transport options to 

access Council Facilities. 

City Sustainability Completed The Hume Integrated Land Use and Transport Strategy was 

adopted by Council on 28 November 2011. The Transport 

Access Guides have been completed and work has started on 

incorporating Healthy by Design requirements into the Hume 

Planning Scheme. 





Strategy 2.2.5 Develop sustainable integrated transport options across Hume City (continued). 


Complete road maintenance and construction in accordance 

with the Capital Works Program including: 

• Complete construction of Aitken Boulevard – Somerton 

Road to Sylvester Parade, Candlebark Drive to Fairways 

Boulevard and Craigieburn Road to Central Park Avenue. 

• Duplicate Grand Boulevard between Hamilton Hume 

Parade to Explorers Place. 

City Infrastructure Significant 

Progress 

Progress on road maintenance and construction is as follows: 

• Local road resurfacing is progressing. 

• Construction of Aitken Boulevard (Somerton to Silvester) is 

well advanced with drainage, protection of services and road 

excavation completed. Base construction is progressing. 

• Construction of Aitken Boulevard (Candlebark to Fairways) is 

well advanced with construction of 90% of the road completed. 

• Contract for the construction of Aitken Boulevard (Craigieburn 

Road to Marathon Way) commenced in February 2012. The 

project has been delayed pending outcome of negotiations 

with Lend Lease over the intersections linking into the Town 

Centre site and due to the requirement for the construction of 

a main Melbourne Water drain along the road alignment. 

• Duplication of Grand Boulevard (Explorers to Royal Park) is 

almost finished with only the section in front of Chlidcare and 

shops requiring completion. 

Strategy 2.2.6 Within growth areas, ensure that development standards provide appropriate transport linkages. 

Deliver the Maribyrnong River/Jacksons Creek trail feasibility 

study in partnership with Brimbank City Council. 


Significant 

Progress 

A funding agreement with Parks Victoria has been reached and a 

project brief developed. Key stakeholders have been identified. 

Additional funds secured through the Vision for Werribee Plains 

program. A brief has been advertised and consultants appointed. 



% increase in Broadmeadows public transport patronage is 

comparable to the Melbourne average increase (Target: 80% - 

120% of Melbourne average) 

Central Activities District 

and Urban Design 

The Department of Transport is currently reviewing the collection of data to 

assess public transport patronage. Baseline findings are expected to be 

made available by mid-2012. 




Strategic Objective 2.3: Learning 

Strategy 2.3.1 Promote cooperation and learning programs between Hume businesses and education providers in Hume City that facilitates employment 

opportunities and improves business outcomes. 


Promote pathways to learning through the provision of learning 

events and community festivals and provide opportunities for 

disengaged members of the community to participate in 

learning activities. 

Organisation and 

Community 

Learning 

Significant 

Progress 

Establish a Jobs and Skills Taskforce. City Sustainability Significant 

Progress 

Promoting pathways to learning has occurred as follows: 

• Homework Help Group - continued delivery of a range of 

programs/activities through Libraries over the school holidays 

• The Computer Clubs program continues to deliver classes and 

workshops across the municipality 

• The Homestead continues to deliver a range of programs and 

initiatives for the local community 

• Planning for the 2012 Australian Learning Conference Network 

• Supporting the planning and delivery of learning projects with 

Broadmeadows Uniting Care and Kangan Institute 

• Delivery of the Supporting Parents Developing Children project 

• Libraries continue to deliver a broad range of learning and 

social inclusion programs/ projects 

• Supporting the JobLink 3064 project with Stockland, Meadow 

Heights and Kangan. The project aims to improve employment 

and learning pathways for Craigieburn residents 

• Planning and delivery of training and learning programs 

through Skills Victoria's innovation fund- a joint project with 

Banksia Gardens.Neighborhood House. 

• Planning for the delivery of a Homework Club for High 

Achievers in Hume in partnership with Banksia Gardens 

Neighborhood House. 

Proposal for establishment of a Jobs and Skills Taskforce was 

adopted by Council on 13 February 2012. Inaugural meeting to be 

held on 23 May 2012 at the GLC. 

Strategy 2.3.2 Engage a cluster of networks of schools, preschools and childcare (private, community and Council) to work on transition programs, portfolios 

and the implementation of the National Early Years Framework. 

Continue to participate on the Governance Reference Group 

for the Dimboola Road site which incorporates Primary, Pre 

School and Long Day care within the Hub facilities. 


Significant 

Progress 

The Governance Reference Group continues to meet and has 

selected Mission Australia as the provider for the facility and 

services including preschool and long day child care. 





Strategy 2.3.2 Engage a cluster of networks of schools, preschools and childcare (private, community and Council) to work on transition programs, portfolios 

and the implementation of the National Early Years Framework. 


Seek Government funding to pilot the 15/hour week Preschool 

program in two Council preschools in the 2012 school year. 


Progress 

Informal advice from DEECD Regional Office indicates that no 

new pilots will be funded. Council Officers will consider alternative 

ways of assessing impact of 15 hours including a user and staff 

survey in Term 2, 2012. 

Implement Learning Together 3 actions including: 

• Hume City Multiversity - secure two universities as 

Multiversity Partners 

• A Data and Information Warehouse - identify funding to 

establish Data and Information Warehouse. 

Commence the Inspiring Stories Ambassadors Community 

Engagement Program including the development of a 

database of community ambassadors to facilitate a partnership 

brokering service between schools and other organisations. 


Community 

Learning 


Community 

Learning 

Significant 

Progress 

Some Progress 

Council has secured one University partner for the Multiversity 

project. Currently awaiting MOU to be signed by second 

University partner. Discussions continue to occur with the 

Universities and Tafe to deliver courses through the Hume Global 

Learning Centre Broadmeadows and Craigieburn. Options for the 

data information warehouse are currently being investigated. 

Teleconferencing units are scheduled to be installed in 2012 in the 

Hume Global Learning Centres in Broadmeadows and 

Craigieburn. 

Eight ambassadors have shown interest in re-engaging in the new 

phase of the project. We are continuing to communicate with the 

ambassadors regarding the projects aims and goals. 





Strategy 2.3.4 Review, support and implement learning opportunities, outcomes and facilities for the Hume community (including Schools Regeneration, 

Kangan Batman TAFE, neighbourhood houses, University of the Third Age). 


Establish links with relevant community referral sources in 

order to streamline assessment processes, increase 

knowledge base of staff and enhance opportunities for care 

coordination. 

City Communities Completed Links have been established with the Royal District Nursing 

Service and Community Health Centres through our Active 

Service Model partnership. Our joint assessment protocol 

supports a streamlined assessment process. 

Council staff have visited general practitioners throughout the 

municipality to promote HACC services. This has enabled 

information sharing and relationship building. Clarification around 

referral processes has assisted in streamlining assessments. 

Links are well-established with the Aged Care Assessment 

Service (ACAS). Attendance at ACAS case conferencing enables 

collaborative service provision, relationship building, improved 

care coordination and knowledge development by sharing skills 

and information. 

Establishment of links with package providers has ensured a 

smooth transition for clients as they move across services. 

Links with case management services have been built upon to 

ensure collaborative service provision and reduced duplication. 

Joint assessments are being conducted with other services, 

where appropriate. This not only prevents unnecessary 

duplication, but also provides an opportunity to increase 

knowledge about the service. 






Kangan Batman TAFE, neighbourhood houses, University of the Third Age). 


Support and engage Hume’s Neighbourhood Houses and 

other learning agencies in developing informal and formal 

learning opportunities for the community. 


Community 


Communities 

Significant 

Progress 

IT programs continue to be delivered across multiple 

neighbourhood houses in Hume including Sunbury NH, Banksia 

Gardens Community Centre, Craigieburn NH, the Homestead 

Community and Learning Centre and Meadow Heights Learning 

Shop. Council’s Roxburgh Park Neighbourhood House has 

partnered with Banksia Gardens Neighbourhood House to deliver 

training through the Innovation Fund. The Homestead continues 

to deliver courses in partnership with Meadow Heights Learning 

Shop. The Intergenerational Project has commenced at Sunbury 

Neighbourhood House. 

The Neighbourhood House Working Group (NHWG) is meeting 

quarterly. The purpose of this group is to strengthen the 

relationship between Council and Hume Neighbourhood Houses. 

Initial consultations with the NHWG as a key stakeholder for the 

NH funding review were undertaken in March 2012. Work has 

continued during on the development of draft occupancy 

agreements for NH's which are located in Council buildings. 






Kangan Batman TAFE, neighbourhood houses, University of the Third Age). cotinued 


Continue to collaborate with the Department of Education and 

Early Childhood Development on the implementation of the 

Broadmeadows Schools Regeneration Project. 


Progress 

The implementation of the Broadmeadows Schools Regeneration 

Project (BSRP) is continuing with the development of new schools 

and associated facilities becoming available to the community. 

Dallas Brooks Community School is under construction and is 

scheduled to be completed by mid to late 2012. Hume Valley 

Special School new facilities are under construction on the 

existing school site. The construction is scheduled to be 

completed by the start of 2013. 

Broadmeadows Special Development School on Dimboola Road 

is well under construction and is expected to be completed for the 

start of 2013. 

Construction of the Dimboola Road Early Learning Centre is 

complete. The facilities will be used for some programs during 

Term 4 (2011). DEECD have appointed Mission Australia as the 

operator for the facility. Mission Australia will liaise with HCC to 

coordinate early childhood services programs. 

The shared walking and cycling link across the Dimboola Road 

Campus (between Tanderrum Way and Johnstone Street) and 

outdoor activities area is being well utilised by the community. 

The schools developed under the BSRP are in the formative stage 

of establishing a governance group that will provide a central point 

of liaison for Council and the community. 





Strategy 2.3.5 Ensure appropriate library and learning opportunities are provided to meet the needs of the growing population. 


Commence operation of the Hume Global Learning Centre – 

Craigieburn. 

Plan the development of the new Child and Family Centre at 

Activity Centre 4, Craigieburn. 


Community 




and Information 


Significant 

Progress 

Significant 

Progress 

Construction of the HGLC Craigieburn is nearing completion with 

Certificate of Occupancy anticipated by the end of April. Only 

commissioning of services, completion of external works and 

library setup is still to occur. 

The HGLC - Craigieburn Transition PCG Meetings are occurring 

fortnightly. Working groups including Communications, Signage, 

Security, AV, RFID, Joinery, Furnishings, and Public Art are 

progressing well. 

A DEECD Capital Funding submission has been developed and 

submitted in collaboration with Stocklands. The submission 

includes a cost plan and concept plan for the facility design. 







YTD figures for: 

• Items borrowed and average per month from Hume Libraries 

(Target: 2% increase on 2010/11) 

• Total Hume Library floor counts (Target: 2% increase on 

2010/11) 

Increase in YTD figures in comparison to previous year for: 

• Participants attending learning programs 

• Percentage of people participating in Learning for Work 

• Percentage of people Learning for Employment 

• Attendees recorded at Bilingual Storytime. 

Learning Community For the period 1 July 2011 to 31 March 2012: 

• 1,013,446 items were borrowed (average of 112,605 per month), 

which was an 11.4 % decrease on the same period in 2010/11 

• 428,277 people visited Hume Libraries, a 0.2% increase on the same 

period in 2010/11. 

Learning Community For the period 1 July to 31 March 2012: 

• 17,871 participants attended Councils Learning Programs representing 

a total of 34,586 hours of support. 

• Statistics relating to percentage of people participating in Learning for 

Work and Learning for Employment are not available in this reporting 

period. 

• 4489 children and adults attended Bilingual Story time sessions, 4407 

attendees were recorded in the same period in 2010/11. 

• 166 Bilingual Storytime sessions have been delivered, 134 sessions 

were delivered in the same period in 2010/11. 



THEME 3: Community Wellbeing 

Strategic Objective 3.1: Social Inclusion 

Strategy 3.1.1 Enhance community life and social cohesion by promoting the diverse activities available in Hume to individuals, groups and organisations that 

offer opportunities to develop relationships and mutual respect. 


Provide events and festivals that enhance community 

participation, enjoyment and sense of belonging, attract visitors 

to the city and raise awareness of Hume in the wider 

community. This includes: 

• Implementing the Events Strategy. 

• Supporting NAIDOC Week, Harmony Day, International 

Women’s Day and Youth Week events. 

• Community Greening Program and participation in 

Regional Tourism events. 


Community 


Communities, City 

Sustainability 

Completed The two-day Craigieburn Festival, held in February 2012, was a 

success with a record numbers of participants involved including 

Council staff, community groups, stallholders and attendees. 

(police/security estimate 13,000 people over two days). Full 

evaluations of each event are being completed. 

The Internal Events Guide - a significant project identified in the 

events strategy – has been drafted for internal consultation. It will 

provide a consistent framework for the ongoing management of 

events. 

International Day of Disability Activities included recreation and 

social gatherings at Sunbury and Broadmeadows. All activities were 

well attended. The planning and organising of activities was 

achieved in partnership with the newly formed Disabilities Issues 

Group. Membership of this group is made up of residents with a 

disability from Broadmeadows, Craigieburn, Roxburgh Park and 

Sunbury. 

Council assisted International Women’s Day events via a new grant 

program to assist local groups and organisations to host IWD 

events. Completed in March 2012 with good attendance at all 

events. A review of the IWD grant program will be conducted in the 

next quarter. 

The Community Greening Program 2012 begins in May. 

Coordinate the Community Grants program, including 

implementing recommendations of the program review, to 

create equitable opportunities for community groups and 

organisations. 


Significant 

Progress 

Planning for 2013 Community Grants Round has commenced. The 

majority of the 2012 Grant monies have been expended. A Capacity 

Building Training Calendar has been developed for groups to 

undergo training in the areas of Incorporation and Governance. 





Strategy 3.1.2 Partner with Federal and State Governments, non-government organisations and community groups to strengthen the range of activities and 

facilities available to entice increasing numbers of people to participate with other community members. 


Implementation of the Active Craigieburn Project Action Plan. City Infrastructure Completed Year 2 implementation of the Active Craigieburn Project Plan is 

complete. The Year 3 Action Plan has been submitted and 

approved by funding provider. 

Implementation of the Access For All Abilities Project Action 

Plan. 

Explore, assess and consider with funding and strategic 

partners, an Early Years Service System for Aboriginal and 

Torres Strait Islander Communities living in the municipalities 

of Hume and Moreland. 

Implement Year 1 of the Supporting Parents Developing 

Children Project. 




Significant 

Progress 

Significant 

Progress 

Significant 

Progress 

2010/11 Report and 2011/12 Access For All Abilities Action Plan 

have been approved by the funding provider. 2011/12 midyear 

report was submitted in December 2011 and approved. 

The two DEECD funded projects relating to the utilisation of early 

years services by Aboriginal and Torres Strait families living in 

Hume and Moreland are well progressed with the Aboriginal Parent 

Engagement worker achieving outstanding results and Part A of the 

Service System Development project nearing completion. 

The Supporting Parents Developing Children Project included: 

• Local Hume Governance Committee meeting held March 2012 

• Five new Bilingual Storytime sessions commenced including 

Assyrian- Chaldean (2), Arabic (2) and Hindi/Singhalese (1). 

Four sessions are held in conjunction with playgroups and one 

is in The Age Library, Broadmeadows. 

• Five CALD playgroups established - Arabic (2), Assyrian- 

Chaldean (2), Bhutanese (1). 

• Three multilingual/open playgroups (3) established. 

• Programs commenced at the six new hubs including ten 

playgroup sessions, computer classes, two homework clubs, 

breakfast club, English conversation class, social skills group 

and bilingual storytime sessions at five hubs. 

• Six Community Development Officers have been recruited and 

Hubs have submitted implementation plans. 

• All programs submitted first 6 monthly progress reports. 

• Two stakeholder workshops were held with evaluation team on 

27 and 28 March 2012. 





Strategy 3.1.3 Identify individuals, families and communities within Hume that are less able to access existing activities and facilitate additional initiatives that 

are likely to increase opportunities for them to realise their potential through all stages of life. 


Reduce barriers and increase participation for people with 

disabilities (including improved accessibility to Council 

facilities) across a range of diverse activities. 


Progress 

Activities to reduce barriers and increase participation for people 

with disabilities include: 

• Development of a work plan to implement Capital Works on six 

identified community facilities identified through the disability 

access audit. Work has been supported by a successful grant 

application of $100,000 from the Federal Government. 

• The Metro Access program is piloting a 2 year project to set up 

a Hume Disability Issues Working Group. This working group 

will identify and address issues impacting on people with 

disabilities who live and work in the Hume City. 

• An Inclusive Music Program is progressing to engage young 

people with or without disabilities to address social isolation 

through music in partnership with Ambient Orchestra. A group 

of 12 young people played at Federation Square and featured 

on local radio as part of International Day of Disability. 

• Assisting Banksia Gardens Neighbourhood House to receive 

State Government funding to address building access issues. 

• Facilitating the formation of a local working group to review 

program/events for International Day of People with Disabilities. 

• Supporting local services to develop applications for Council's 

Community Grants Program (partnership and innovation) to 

offer sustainable programs to reduce barriers and increase 

participation. 

• Development of the Disabilities Action Plan (DAP) with 

community and stakeholder consultation. Plan scheduled for 

Council Adoption early April 2012. 

• Universal access is a required outcome of the design planning 

for the Broadmeadows Community Hub project. Council has 

secured $500,000 in funding from the Victorian Government 

Community Support Grant to contribute to the costs of 

construction of the Hub including access components. 





Strategy 3.1.3 Identify individuals, families and communities within Hume that are less able to access existing activities and facilitate additional initiatives that 

are likely to increase opportunities for them to realise their potential through all stages of life (continued). 


Continue to work cooperatively with other community and 

health providers to improve efficiency of service provision. 

Evidenced by: 

• Evaluation of shared client arrangements 

• Regular multi-disciplinary case conferencing. 

Implement, evaluate and provide key recommendations for the 

pilot Café meals project with project partners. 

City Communities Completed Council has established a partnership with Aged Care Assessment 

Service and case conferencing is attended. This occurs on a 

regular basis to ensure optimal quality of care and service provision 

for clients. Council plans to widen the scope of internal case 

conferencing and invite relevant external service providers (for 

example, Dianella and Sunbury Community Health Centres, RDNS, 

package care providers). 

Partnerships have been established with hospitals to support 

discharge planning and suitable service provision. 

Council’s involvement with PCPHW Healthy Ageing, Falls 

Prevention and Elder Abuse Prevention Strategy enhances our 

working relationships with external providers. 

City Communities Completed A review of the Café Meals pilot program has been undertaken. A 

number of key recommendations were made and have been 

implemented into existing programs to improve access to healthy 

foods and increase social connectedness of people from low socioeconomic 

backgrounds. 

Strategy 3.1.4 Provide high quality and responsive services to meet the needs of a growing and changing community. 

Implement Year 1 actions of the Youth Strategy 2011-14 

including: 

• The use of online social media including Facebook and 

Twitter to improve Youth engagement 

• Promotion of Youth Services activities 

• Promotion to external agencies the opportunity to provide 

services from Hume Youth Centres. 


Significant 

Progress 

Flyers have been designed and are distributed at the end of each 

term outlining next term activities. Promotional design has been 

established on front window of Sunbury Youth Centre advertising 

Studio S. 

Discussion to be undertaken in regards to the redevelopment of 

Youth Central to accommodate more service providers and realign 

front entrance to face Tanderrum Way. 





Strategy 3.1.4 Provide high quality and responsive services to meet the needs of a growing and changing community (continued). 


Implement actions from the Hume City Family and Children’s 

Plan including review of the Preschool Central Enrolment (CE) 

system to cover all preschool places. 


Progress 

The Early Years Planning team continue to work with non-Council 

providers to support them in achieving Universal Access in 2013. A 

number of Services have been supported in completing EOI for 

DEECD capital funding. A letter has been sent to non-Council 

preschool providers in Hume City to ascertain interest in 

participating in Council's central enrolment system. The level of 

interest will determine the scope of review required. 

Advance the development of the Broadmeadows Community 

Hub (BCH), implementing the 2011/12 Action Plan: 

• Undertake transition planning to enable movement of 

community organisations from existing facilities to 

temporary accommodation and new leasing arrangements 

in the BCH or other accommodation 

• Initiate the detailed design phase of the Broadmeadows 

hub, to enable construction to commence in 2011/12. 

Undertake community consultation, evaluations, research and 

demographic analysis to inform service planning, strategy 

developments and advocacy – ensuring Council services 

remain responsive to changing demographics of the 

community. This includes: 

• Undertaking New Residents Survey and follow-up surveys 

• Analysis of 2011 Census Data 

• Analysis of SEIFA Index Data. 



Community 

Learning 

Significant 

Progress 

Significant 

Progress 

Council has worked with the Dallas Neighbourhood House and 

Broadmeadows Community Legal Centre to successfully identify 

interim accommodation during the construction phase for the new 

Hub. 

Perkins Architects have been appointed by Council for architect 

services including community consultation for the design of the 

Hub. 

A Community Reference Group has been established to assist in 

the design phase of the project and has met in March to comment 

on the first schematic draft designs. Whilst broad community 

consultation will continue to inform the design. Detailed 

documentation will commence in the next reporting quarter. 

$500,000 funding was secured from State Government for the 

development of the Broadmeadows Community Hub Project. 

The New Residents Survey is being distributed on a monthly basis 

and a report for the 2010/11 financial year has now been finalised. 

The first round Census data will be released in June 2012. 





Strategy 3.1.5 Seek funding opportunities to expand the range of available programs and activities that promote respect, strengthen community wellbeing and 

reduce causes of disadvantage. 


Undertake research, statistical analysis and data collection to 

support funding and grants applications for a range of 

programs and activities that promote respect and strengthen 

community wellbeing. This includes: 

• Identifying and developing the socio-demographic evidence 

base for grant applications, as outlined in grant applications 

• Provide support and advice on evaluation strategies, when 

evaluations are required as part of a grant application. 

Engage multicultural and faith leaders to strengthen networks 

that enhance communication and advocacy for culturally and 

linguistically diverse residents and community organisations. 


Community 

Learning 


Some 

Progress 

Significant 

Progress 

Research and demographic analysis undertaken for strategy 

development and implementation, including the Leisure Strategy 

and a range of masterplans, social marketing and a number of grant 

applications. 

On 22 March 2012, the second of a short series of conferences was 

held in collaboration with the Hume Interfaith Network. Over 160 

faith and community leaders attended the conference entitled 'One 

Community, Many Cultures'. A Victorian Multicultural Commission 

grant enabled the conferences series to proceed, in addition to the 

development of a booklet outlining the major faiths in Hume which 

is due to be launched in June 2012. 





Strategy 3.1.6 Revitalise Broadmeadows Central Activities District by improving the amenity of the public space and facilitating further public and private 

sector investment. 


Partner with the State Government to ensure that the renewal 

of Broadmeadows CAD contributes to building the social 

capacity of the local community and implement actions from 

the Broadmeadows CAD Action and Mobility Strategy. 

*Develop a Structure Plan for the Broadmeadows Central 

Activities District. 





Some 

Progress 

Council has been collaborating with Dianella Community Health in 

the establishment of a GP Superclinic on the Banksia Gardens site. 

Following preparation of the Banksia Gardens Community 

Development Framework in 2010, Council is collaborating with 

State Government on the development of a masterplan to improve 

the safety and connection of the Banksia Gardens Housing Estate 

and maximise the integration of the site within Broadmeadows 

Town Centre. 

Council continues to participate in the Banksia Gardens Community 

Connections Working Group. 

City Sustainability Completed The State Government in conjunction with Council undertook 

community engagement over five weeks throughout November and 

December 2011 on the Broadmeadows Activities Area Draft 

Structure Plan. Following review of feedback from the community 

and other stakeholders, the Structure Plan was updated and 

adopted by Council at its meeting on 26th March 2012. Planning 

Controls to support the implementation of the Structure Plan will be 

developed over the coming months. 

Strategy 3.1.7 Work with community leaders and their networks, community organisations and the Social Justice and Safe City Taskforce to develop 

initiatives, programs and services that celebrate and promote the inclusion of diverse cultures, faiths and people of all abilities. 

Report on and commence review of the Hume Social Justice 

Charter including: 

• Development and implementation of the Disability Action 

Plan 

• Development and implementation of the Reconciliation 

Action Plan. 


Significant 

Progress 

The Social Justice Charter will be reviewed in the next reporting 

quarter. 

• The Disability Action Plan (DAP) community and stakeholder 

consultation was conducted in November based on the 

Discussion and Background Paper. More than 30 residents and 

service providers participated in the consultation. Results of the 

consultation have been presented to the key stakeholders within 

Council. A draft DAP was presented to Council in February 2012 

and scheduled for final adoption in April 2012. 

• Scoping the Reconciliation Action Plan (RAP) has commenced, 

consultation will be conducted in the next reporting quarter. 




Strategy 3.1.7 Work with community leaders and their networks, community organisations and the Social Justice and Safe City Taskforce to develop 

initiatives, programs and services that celebrate and promote the inclusion of diverse cultures, faiths and people of all abilities (continued). 


Continue working with partners on existing projects that 

address disadvantage including Neighbourhood and 

Community Renewal, Communities for Children and Best Start. 


Significant 

Progress 

Council is an active member of the Future Achievements in 

Broadmeadows Committee, which is the successor of the 

Broadmeadows Community Neighbourhood Renewal Program. 

This committee provides an opportunity for information sharing and 

joint activities that address local disadvantage in the area. 

Council facilitates the Hume Emergency Providers Network, 

enabling an opportunity for information sharing, service planning 

and advocacy to be undertaken by voluntary and community 

organisations assisting the most vulnerable members of the Hume 

community. The Network has broadened its membership to include 

groups from Sunbury and Craigieburn. 

Council is an active partner in the Hume Early Years partnership, 

including Chair of the partnership executive group, which supports 

the implementation of Communities for Children and Best Start. 







YTD participation and variance to targets in youth programs at 

each Youth Centre (2011/12 Targets in brackets). 

• Sunbury Youth Centre (2,042) 

• Craigieburn Youth Centre (1,609) 

• Broadmeadows Youth Centre (2,152) 

• Roxburgh Park Youth Centre (1,712) 

Achievement of funding target (target number of clients vs actual) 

(Quarterly Targets: Q1:54, Q2:108, Q3:161, Q4:215) 

YTD events conducted, supported and sponsored by Marketing 

and Communications: 

• number of participants 

• event feedback 

Leisure and Youth 

Services 

Family and Childrens 

Services 

Marketing and 


YTD participation in youth programs at each Youth Centre as follows: 

• Broadmeadows Linkin - 680 (46.3%) 

• Sunbury Youth Centre - 947 (46.4%) 

• Craigieburn Youth Centre - 567 (35.2%) 

• Broadmeadows Park Youth Centre – 988 (46%) 

• Roxburgh Park Youth Centre – 877 (51.2%) 

Previous Quarter response, Third Quarter figures not available. 

The Preschool Field Officer Program has supported the inclusion of 91 

children for quarter one and their families in 4 YO Preschool and 3 YO 

Activity Programs, which is ahead of target. 

Events undertaken during 2011/12 have included: 

• Hume Festival of Music (13-23 October, 2011) – approximately 3000 

people attended a range of events over the two weeks. Activities 

included an open air concert, 10 workshops and a Kylie Minogue display 

at the GLC and 27 community venue events. 

• Broadmeadows Fiesta (6 November, 2011) - 4,000 people attended the 

day with strong positive feedback provided. 

• Carols By Candlelight (18 December, 2011) - more than 3,000 people 

with strong positive feedback on the day. 

• Craigieburn Festival (25 and 26 February, 2012) - about 13,000 people 

and strong positive feedback from attendees. 




Strategic Objective 3.2: Health, Safety and Wellbeing 

Strategy 3.2.1 Support and improve community health and safety through programs, partnerships and services. 


Implement the 2011/12 actions of the Community Safety 

Strategy 2009-2013 including: 

• Community Safety Expo October in 2011 

• Focus on the Prevention of Violence Against Women in 

Hume 

• Building the capacity of the community to respond to 

environmental risks in public spaces, facilities and urban 

environment 

• Promote and support safe road behaviours to newly arrived 

refugees and the Culturally and Linguistically Diverse 

Community. 


Progress 

A Year 3 Implementation Report on the actions achieved as part of 

the Community Safety Strategy is being drafted. 2013 will mark the 

final year of the strategy, with a Review to commence in June 2013. 

The WHO International Safe Community Reaccreditation Report 

was endorsed by Council and submitted to the local Reaccrediting 

Authority for assessment. 

Implement the Road Safety Plan –Year 3 Actions including: 

• TravelSmart Pedestrian Traffic Safety program at schools 

in conjunction with Department of Transport 

• Continuing with the following safety programs: Fit To Drive; 

Looking After Our Mates; Keys Please; Keeping Older 

Drivers Safe & Mobile; Motorcycle Safety; Pedestrian 

Safety at Schools and HOON hotline notification. 


Significant 

Progress 

Progress with Road Safety Plan Year 3 actions include: 

• TravelSmart Pedestrian Traffic Safety Program underway 

involving DOT and Aitken Creek Primary School. 

• Fit2Drive - 17 local secondary and special development schools 

have been funded to deliver program in 2011/12. 

• Council and Road Safe North West AFL football fixtures were 

produced advertising safe and correct motorcycle attire. 

• Council has improved crossing facilities and upgraded parking 

restrictions to improve pedestrian safety at a number of schools. 

• The Walking School Bus program has continued and is being 

facilitated by Leisure Services. 

• HOON hotline notification included advertising on a large 

billboard on Camp Road 'Stamp out Hoons' with the statewide 

Hoon Hotline number. 

• Community Car Education Program - 10 information sessions 

were delivered to 20 Iraqi newly arrived community members. 

• Looking After our Mates - 2 sessions scheduled through 

NorthWest 4. 

• Development of program targeting young people regarding 

Hoon Driving and Mobile Phone Use is underway. 





Strategy 3.2.1 Support and improve community health and safety through programs, partnerships and services (continued). 


Implement the 2011/12 Actions of the Craigieburn Community 

Renewal Local Action Plan in partnership with the community 

including: 

• Complete construction of the Sydney Road / Hamilton 

Street Gateway 

• Finalise planning for the Hume Men’s Shed (Craigieburn) 

• Commence the Safety House Program in Craigieburn. 


Progress 

Craigieburn Community Renewal continues to implement 

sustainability measures to embed program outcomes, including the 

strengthening of local community networks. 

Detailed designs for the Sydney Road / Hamilton Street Gateway 

project have been completed and Council is nearing completion of 

the tender process for the landscaping component of the project. 

Construction is due to be completed by June 30 2012. 

Clearing and levelling of the Men's Shed site has been completed, 

the redundant access way within Craigieburn Garden's reinstated 

and a crushed rock car park installed. Draft plans are nearing 

completion and electricity supply to the site is presently being 

finalised. 

In December, the Joblink 3064 initiative received $40,000 of funding 

from the State Government for Phase 1 and $100,000 of funding 

from The Helen MacPherson Smith Trust for Phase 2. Using these 

funds as leverage, a further $290,000 is being sought through the 

CCR Flexible Fund. 

The 2012 3064 Education Expo and Booklet Launch was held in 

March at the Highlands Shopping Centre in Craigieburn. This year's 

event saw greater planning undertaken by the community and more 

than 400 parents attend. 

Develop and implement the Domestic Animal Management 

Plan 2011-14. 

Evaluate Year 1 outcomes of the Healthy Hume funded project 

and the focus of actions for Year 2 of the Project Plan. 


Significant 

Progress 

All actions relating to the current plan have been actioned or are 

about to be completed (E.g. Replacing signage in off lead areas). 

City Communities Completed Council successfully obtained succession funding for Healthy 

Hume. An evaluation report has been prepared and submitted to 

the Department of Health and Ageing and implementation of the 

extension phase is underway. Progress of the project is 

demonstrated by completed construction of two Community 

Gardens. 





Strategy 3.2.1 Support and improve community health and safety through programs, partnerships and services (continued). 


*Develop a comprehensive record of Planned Activity Groups 

(PAGs) available to Hume residents, including those specific to 

disabled, aged and ethno specific. 


Progress 

A review of PAGs available to Hume residents has been completed. 

A HACC growth funding submission has been completed with the 

aim of establishing suitable groups to respond to identified gaps 

within our municipality. All Council programs have been reviewed to 

ensure a greater focus on capacity building and adjustment to 

changing health/mobility to increase community engagement and 

access. 

Strategy 3.2.2 Partner with State and Federal Governments and non-government organisations to facilitate the location of generalist and specialist human and 

health services in Hume City. 

Provide social research and planning to support the 

development of business cases and funding applications to 

State and Federal Governments by Council and nongovernment 

organisations targeting Hume. 


Community 


Communities 

Some 

Progress 

Undertaken as required for a range of funding applications. 

Demographic information also provided to a range of State 

Government agencies to support the development of initiatives and 

strategic plans relating to Hume. 

This includes ongoing participation on the Banskia Gardens 

Steering Committee and the Broadmeadows Central Activities Area 

Community Infrastructure Plan Working Group. 

Strategy 3.2.3 Support the work of the Hume Social Justice and Safe City Taskforce in maintaining World Health Organisation International Safe Communities 

accreditation and address key social, health and safety issues. 

Prepare for international (WHO) Safe Communities Reaccreditation 

due in 2011. Successful re-accreditation based 

on: 

• A 5 Year Progress Report to be prepared and presented to 

the Safe Communities Accrediting body 

• A site visit by the Safe Communities Foundation to Hume 

City which may comprise International guests. 


Significant 

Progress 

A report outlining Council's 5 Year achievements was endorsed by 

Council and submitted to the WHO International Safe Community 

Reaccrediting authority for assessment. 





Strategy 3.2.4 Facilitate equitable access for individuals, families and communities to human services that are required for living healthy, independent lives. 


Review current policies and procedures relating to access to 

Council services for people with additional needs in the context 

of the State and Federal Government legislation and policy 

guidelines. 

City Communities Some 

Progress 

A review commenced to investigate Australian and Victorian 

policies to consider ways to improve the ability of service providers 

to locate to, and expand their services in Hume City. Key focus 

areas being investigated include Mental Health and Early 

Intervention Services for Children. 

A draft Action Plan for the Disability Framework is now completed 

and ready for internal stakeholder comment. This will result in 

continual improvement to be imbedded in service delivery. 

Implement the Breast Feeding Strategy. City Communities Deferred A Briefing Note has been developed to outline the Breast Feeding 

Research Project. Council was invited to take part in the Victorian 

Breastfeeding Research Project - supporting breastfeeding in local 

communities (SILC). However, as a participant, Hume was 

identified as a control group and therefore Council is required to 

cease all new strategies which form the breast feeding plan. This 

item is deferred until the control period ceases in 2013. It is hoped 

that the research findings will identify new funding opportunities or 

activities that can be implemented at this time. 





Strategy 3.2.5 Facilitate integrated local planning of human and health services in collaboration with the Hume Health and Community Services Alliance, other 

relevant agencies and State and Federal Government. 


Support and improve community health and safety through the 

Municipal Public Health and Wellbeing Plan 2009–2013, 

including activities that target the socio-economically 

disadvantaged, Indigenous Australia, and the cultural and 

linguistically diverse community. 



Significant 

Progress 

Implementation of the Human Services Planning Framework. City Communities Some 

Progress 

The Phase 3 Implementation Plan of the Municipal Public Health 

and Wellbeing Plan (MPHWP) 2009-13 is currently being 

implemented. 

Preliminary work is being undertaken to evaluate the current 

MPHWP and determine a schedule to develop the next MPHWP. 

Actions undertaken for the Human Services Planning Framework 

have focused on: 

• A summary report on the progress on actions for 2010-2011 

was completed in September 2011. Of 48 actions, 26 were 

completed, 6 significant progress and 11 some progress, 4 had 

no progress and 1 was deferred. 

• Ongoing service planning, development and research has been 

undertaken with a particular focus placed on the community 

facility requirements for growth areas. 

• Benchmarking of Council Preschool services were completed in 

August 2011 as part of the DEECD capacity assessment report. 

• Continual improvement has been achieved through the updating 

and review of service delivery plans (ongoing action). 

• City Communities Seamless Services workshop was held in 

September 2011 to develop recommendations for inclusion 

within the final Seamless Services Strategy. 

• Social Planning assessments of Community infrastructure 

requirements for proposed new growth area developments 

including Sunbury, Lockerbie and Merrifield were undertaken. 

• Guidelines for the Planning and Development of Shared 

Community Facilities’ were presented to EMT in October 2011. 

• Facilitated City Communities Planners Network as a mechanism 

for information sharing, professional development and planning. 

• A Draft City Communities Disability Framework Action Plan has 

been developed to identify continuous improvement strategies 

and actions for all City Communities services. 




Strategy 3.2.6 Ensure appropriate levels of service delivery in growth areas and established areas in Hume. 


Continue to collect and monitor demographic and service 

usage data from a range of Federal, State and Council sources 

to support planning of appropriate levels of service delivery in 

both growth and established areas including: 

• Data from ABS, Department of Health, DPCD and 

Department of Education and Workplace Relations 

• Maintaining community social profiles and ID population 

forecasts (OCL). 


Community 

Learning 

Significant 

Progress 

Demographic and service usage data has been collected and 

monitored for projects on an ongoing basis. This includes finalising 

the Hume Health Snapshot and preparing a range of social profiles 

to inform leisure and open space planning. 

Strategy 3.2.7 Plan for the City’s future, including improvement in the safety of local and arterial roads that facilitate walking and cycling. 

Deliver Walking and Cycling Strategy 2010-2015 Year 2 

priorities including: 

• Completion of current provision and gap audits of the 

walking and cycling network 

• Implementation of Connecting Craigieburn and Sunbury 

Missing Links walking and cycling pathways 

• Provision of signage and detailed walking and cycling maps 

of the City. 

City Infrastructure Completed Progress with the Walking and Cycling Strategy has included: 

• Gap audit of existing network completed for Sunbury. 

Commenced audit of Craigieburn planning area. 

• Completion of Connecting Craigieburn and Sunbury Missing 

Links (Stage 1) projects. 

• Sunbury Smart Travel map incorporating walking and cycling 

routes has been produced and distributed. 

• Location of directional signage has been identified for sections 

of Sunbury and Craigieburn. 

Strategy 3.2.8 Increase the capacity of local service providers and community groups to deliver diverse and innovative arts and cultural programs. 

Develop an Arts Encouragement Program that enables artists 

and young people in Hume City to achieve excellence in their 

artistic endeavours. 


Significant 

Progress 

Project planning continues to support the delivery of the Awards, 

with nominations open from 23 February to 19 April 2012. A 

presentation evening for successful applicants will be held on 31 

May 2012. 







Achievement to Target (in brackets) for the following service 

types: 

• HACC Assessment (8215 hours) 

• HACC Homecare (62,487 hours) 

• HACC Respite (27,066 hours) 

• Property Maintenance (5,514 hours) 

• Delivered Meals (42,000 units) 

• Planned Activity Group (4,698 hours) 

Key Age and Stage Visits (% of eligible children seen) 

• 12 months (Target: 80%) 

• 3 and a half years (Target: 77%) 

Utilisation (% of all places): 

• Child Care (Target: 89%) 

• Preschool (98%) 

• Before School Care (72%) 

• After School Care (92%) 

• Vacation Care (97%) 

YTD tonnes of domestic waste collected / number of services = 

average kg per household (Target: reduce average from 12.6kg to 

12kg per household) 

• Dog registration rate (number registered per 1000 households) 

• Cat registration rate (number registered per 1000 households) 

Aged Services & Public 

Health 


Services 


Services 

Services / Landfill and 

Waste 

Year to date figures and percentage of annual target achieved as follows: 

• HACC Assessment 5,854 hours (71%) 

• HACC Homecare 39,273 hours (63%) 

• HACC Respite 17,823 hours (66%) 

• HACC Personal Care 16,069 hours (61%) 

• Property Maintenance 2,937 hours (53%) 

• Delivered Meals 28,499 units (68%) 

• Planned Activity Group 3,249 hours (69%). 

From 1 July 2011 to 31 March 2012, key age and stage visits have been: 

• 12 months - 76% 

• 3 and half years - 61%. 

Utilisation rates as follows: 

• Child Care - 80% 

• Preschool - 96% 

• Before School Care - 69% 

• After School Care - 82% 

• Vacation Care - 94% 

Utilisation is down across many services. Family and Childrens Services 

are assessing why this is occurring and undertaking marketing strategies to 

improve utilisation. 

During 2011/12 the average amount of domestic waste per household is 

12.3 kg. This represents a reduction of 3% on the previous year but is 

higher than the target due to a wet Q3 which has increased the weight in 

the domestic waste stream. 

Services Dogs currently registered 18,814 (approximately 329 per 1,000 

households). 

Cats currently registered 5,750 (approximately 102 per 1,000 households). 

(Numbers above indicate the number of renewals posted in March 2012). 




Strategic Objective 3.3: Arts, Leisure and Recreation 

Strategy 3.3.1 Enable healthy, active and participative communities through the equitable provision of recreational and leisure services suitable for people of 

all ages, cultures, abilities and gender by delivering a range of infrastructure and programs. 


Adopt and commence implementation of the Hume City 

Leisure Strategy 2011-2015. 

Deliver the following major Capital Works: 

• Complete the 2 court extension to Boardman Stadium, 

Sunbury 

• Complete the Broadmeadows Leisure Centre 

Redevelopment (Stage 1) 

• Complete construction of Stage 1 of Regional Soccer 

including upgrade of premier pitch at John Ilhan Reserve 

• Complete conversion of 4 grass courts to plexicushion at 

Sunbury Lawn Tennis Club. 

• *Craigieburn Leisure Centre Stage 1 Redevelopment 

• *Goonawarra Recreation Reserve completion of stage 2 

• *Barrymore Road construction of soccer and cricket 

facilities. 

Develop and commence actions of the Skate and BMX 

Strategy including principles for the planning, development, 

management and maintenance of Skate and BMX facilities in 

Hume City. 

*Develop a policy for club contributions to sporting and 

recreational facilities. 

*Review leisure fees and charges to support affordable, 

equitable access and sustainable provision of leisure facilities. 






Significant 

Progress 

Significant 

Progress 

Significant 

Progress 

Significant 

Progress 

Some 

Progress 

The Draft Leisure Strategy is to be presented to Council in May 

2012. 

Progress with Capital Works is as follows: 

• Boardman Stadium - Construction is progressing well with 

demolition, south carpark construction, all pad footings and the 

steel structure on the south end having been completed. 

• BLC Redevelopment (Stage 1) - Detailed Design and 

documentation is nearing completion and EOI for building 

contractors have been called for, with tendering for construction 

to occur in May 2012. 

• John Ilhan Reserve Regional Soccer Facility - Synthetic Pitch 

completed September 2011. Upgrade of Main Pitch 1 is nearing 

completion. Design for pitch 4 and athletics track has been 

completed and design for pavilion is currently in development. 

• SLTC Grass Court Conversion - works nearing completion. 

• Craigieburn Leisure Centre 2 court extension and Goonawarra 

Recreation Reserve vehicle access have been completed. 

• Barrymore Road soccer/cricket ground is nearing completion. 

The draft Skate and BMX Strategy is to be presented to Council in 

May 2012 (and will be the basis for community engagement). 

The Draft Club Contributions Policy is to be presented to Council in 

June 2012. 

Consultants report completed in November 2011. Report to be 

presented to Council in May 2012 for consideration. 





Strategy 3.3.2 Pursue partnerships with community groups, developers, the private sector and State and Federal Government to provide arts, leisure and 

recreation opportunities. 


Coordinate the cross-agency planning of the following major 

regional facilities: 

• Finalise concept plans for Craigieburn Town Centre 

regional sports centre 

• Finalise design of Craigieburn Regional Tennis Centre 

• Concept plans for Premier Cricket and Soccer at PEET 

Land Development, Greenvale Lakes. 

• Concept plans for Merri Creek Parkland development. 




Significant 

Progress 

Strategy 3.3.3 Facilitate arts and cultural activities in Hume that contribute to community strengthening and inclusion. 

A concept plan for the CTC Regional Sports area has been 

prepared. Detailed design to commence when plan of subdivision 

approved. Meeting of Project Control Group to occur in May 2012. 

Concept and business plans for the Craigieburn Regional Tennis 

Centre have been endorsed by Council. Discussions on partnership 

funding arrangement have commenced. Tennis Australia confirmed 

$390,000 contribution through Rebate Scheme. 

Concept plans for Greenvale Lakes Recreation Reserve have been 

supported in principal by partner agencies. Plans are subject to 

Development Plan approval. 

Council is waiting for Parks Victoria to reconvene cross-agency 

management committee to progress Merri Creek Regional Parkland 

development. A strategic plan for the new parklands has been 

drafted. Implementation will occur over the coming years. Parks 

Victoria hopes to reconvene the Steering Committee in the coming 

months. 

Complete a Community Art project at Craigieburn Child and 

Family Centre. 


Significant 

Progress 

Community consultation is currently being undertaken by the artist. 





Strategy 3.3.4 Identification and development planning for regional and/or iconic parks. 


Deliver the following open space actions: 

• Finalise the design documentation and commence 

construction of Stage 1 of the Broadmeadows Town Park 

• Upgrade of Bicentennial Park and The Nook in Sunbury 

• Complete Masterplans for Craigieburn Gardens, Johnstone 

Street Reserve, Jack Roper Reserve, Greenvale 

Recreation Reserve and Spavin Lake. 


Progress 

Open space actions being delivered include: 

• Broadmeadows Town Park Stage 1 construction is well 

advanced with the completion of the car park, civil and path 

works, toilet installation and lighting installation. Remaining 

works are tree planting and garden beds. 

• Upgrade works of Bicentennial Park and The Nook in Sunbury 

have been completed. 

• Master Planning for Jacksons Creek Reserve is scheduled for 

Quarters 4. 

• Craigieburn Gardens Masterplan - Draft Masterplan approved 

by Council in December 2011 for public exhibition. Final plan to 

be submitted to council for approval in 2012. 

• The Johnstone Street Reserve Master Plan preliminary 

consultation is completed. Draft Masterplan to be submitted to 

Council for approval before public exhibition in May 2012. 

• Jack Roper Reserve Draft Masterplan is being completed and 

will be submitted to Council for approval prior to public 

exhibition. 

Strategy 3.3.5 Maximise the flexible use of open space to ensure optimum use and diversity of activities for Hume residents. 

Implement the Open Space Strategy including: 

• Review and amend the Municipal Strategic Statement and 

Local Planning Policies specifically relating to the amount, 

distribution and size of open spaces 

• Revise the guidelines for planning, design and construction 

of open space in green and brown field sites. 

• Review the New Subdivisions Open Space Transfer 

process. 




Some 

Progress 

A report of progress with actions of the Open Space Strategy will be 

presented to Council in Quarter 4. 

Council’s approach and vision for open space has been 

incorporated into the review of the Hume Municipal Strategic 

Statement. 

Revision of the New Subdivisions Open Space Transfer process is 

to be deferred to 2012-13. 





Strategy 3.3.5 Maximise the flexible use of open space to ensure optimum use and diversity of activities for Hume residents. 


Plan for open space and recreation facilities in growth and 

activity areas including: 

• Merrifield Park (Hume growth corridor) 

• Sunbury 

• Craigieburn (including Town Centre) 

• Broadmeadows CAD. 

City Infrastructure Some 

Progress 

The Project Control Group for both the Merrifield Park and 

Broadmeadows CAA projects is meeting with Leisure and Youth 

Services leading the Open Space and Recreation facility planning. 

Projects are in preliminary planning stage. 

Recreation facilities and regional open space has been identified to 

realise a population of 80,000 in Sunbury. The Draft Leisure 

Strategy (to be presented in March 2012) details facility needs. 

Craigieburn Town Centre recreation facility is to include regional 

aquatic/ leisure centre, regional soccer facility, regional athletics 

centre, district skate facility, district level passive recreation 

opportunities and shared paths. 

Strategy 3.3.6 Optimise recreation opportunities by co-locating, where viable, sports facilities with non-sporting family recreation places/spaces. 

Finalise and commence implementation of the Playspace 

Strategy to enhance opportunities for play and provide 

planning frameworks for the provision and development of 

playspace, facilities and infrastructure. 


Significant 

Progress 

The Draft Playspace Framework will be presented to Council in 

April 2012 and will be the basis for community engagement. 

A planning framework, vision and principles have been developed 

to guide future play provision. 

A Play Service Plan will be developed in 2012/13 subject to Council 

budget. 

Strategy 3.3.7 Increase the capacity of local service providers and community groups to deliver diverse and innovative arts and cultural programs. 

No annual actions under this Strategy for 2010/11 (Duplicate Strategy with 3.2.8) 

Strategy 3.3.8 Facilitate the development of facilities that enable arts practice and cultural activity. 

Present Part B of the findings of the Feasibility Study into the 

need for a Regional Performing Arts and Cultural Centre within 

Hume City. 

City Communities Deferred Part B of the Feasibility Study is awaiting the outcome/s from two 

current investigations: 

1) the expansion of the HGLC - Broadmeadows 

2) the Broadmeadows Central Development Plan. 







Increase Leisure Centre attendances by concession members by 

2%. (2011/12 Target: 131,586 visits) 

YTD attendance and variance to targets for: 

• Learn to Swim (2011/12 Target: 11,711 enrolments) 

• Membership Attendances (2011/12 Target: 323,246 visits) 

• Casual Swim (2011/12 Target: 135,996 visits) 

Playgrounds to meet Australian Safety Standards: (Target: 

minimum 95%) 

Increase in the number of Artists and Arts Organisations listed on 

Council’s Artist Register (Target: increase listings by 12% from 

135 to 151) 


Services 


Services 

Parks & Open Space 

Social Development 

YTD Results for 2011/2012: Actual Target % of Target 

102,250 99,332 102.9% 

YTD Results for 2011/2012: Actual Target % of Target 

Learn to Swim 8546 8760 97.6% 

Membership Attendances 231,786 236,103 98.2% 

Casual Swim Attendances 107,849 99,332 102.9% 

Audit of playgrounds is almost completed with original report due in 

February 2012. This report has been delayed and will be with Council 

shortly. 

Program for playground renewal and replacement is about to commence. 

153 Artists and Arts Organisations are currently listed on Council’s Artist 

Register. 



THEME 4: Appearance of the City and Environment 

Strategic Objective 4.1: Appearance of the City 

Strategy 4.1.1 Enhance the City’s amenity through the approval of well designed new development. 


Implement the City Amenity Strategy 2011/12 actions 

including: 

• Stage 3 of Pascoe Vale Road and other Gateway 

treatments 

• Report on the level of compliance and effectiveness of 

measures to encourage construction of vehicle crossings 

with a permit. 


Progress 

The Pascoe Vale Road Fence and City Gateway treatment has 

been completed. 

The Safer in My Street Program is now in its second year with 510 

permits issued in 2011/2012 of which 56 were due to enforcement. 

44 received Directions to Comply of which 31 were also issued 

infringements. 

Identify and have adopted by Council, urban design principles 

and requirements to be incorporated in the planning and 

development of Council’s activity centres (including 

Craigieburn Town Centre) and major infrastructure projects. 


Some 

Progress 

Strategy 4.1.2 Design and develop infrastructure incorporating safe, innovative, attractive and sustainable designs. 

The scoping of urban design principles and requirements for the 

planning and development of Activity Centres has commenced and 

will be tested through the current planning for the Broadmeadows 

Activities Area and investigation of developments in Sunbury Town 

Centre and Dallas Neighbourhood Activity Centre. 

Upgrade the leachate management system at the Bolinda 

Road former landfill site in Campbellfield and the Riddell Road 

landfill site in Sunbury. 


Significant 

Progress 

The Bolinda Road leachate pumping trial was completed in 

November 2011, design plans are being prepared for upgrade 

works. A Trade Waste Agreement is in place with Yarra Valley 

Water for receipt of leachate water. 

Electrical works for the Riddell Road landfill have been completed 

and a leachate pump installed. 





Strategy 4.1.3 Ensure the appearance of the City is maintained to a high standard through the collection of litter along roads, reserves, parks and public open 

spaces. 


Implement the Litter Management Strategy Year 3 Actions: 

• Ongoing maintenance and surveillance at Olsen Place, 

Dallas and Sunbury Shopping Centres 

• Implement Waste Collection Program Expansion 

• Conduct a review of three shopping centre precincts to 

assess adequacy of litter collection, infrastructure and 

promote anti-litter behaviours. 


Strategy 4.1.4 Provide high quality parks, open spaces and public places. 

Plant in excess of 5,000 trees across the City and implement 

the Horticultural Refurbishment Program. 

Continue to implement the Master Plan for the Bolinda Road 

former landfill site in Campbellfield including community 

consultation for the design and staged development of the 

public open space area. 



Significant 

Progress 

Significant 

Progress 

Significant 

Progress 

Progress with Litter Management Strategy Year 3 actions include: 

• Maintenance / Surveillance activities are ongoing. Protective 

covers for surveillance cameras in South Lane, Olsen Place are 

being sought and four Litter Abatement notices have been 

issued to offending shop operators 

• Extended Waste collection program commenced July 2011. 

Public place recycling has been incorporated in to two additional 

sites. 46 public place recycling bins have been installed in total. 

• Shopping precinct reviews are to be conducted in May 2012 to 

retain consistency with previous assessments. 

2,750 trees have been planted this financial year to date. Trees 

have been ordered for the remainder of planting which will occur 

later in Autumn 2012. 

The Master Plan for the public open space area of the former 

Bolinda Road Landfill site is awaiting approval by Council. The 

Community consultation program is finished. Works are currently 

being quoted in anticipation of Council adoption of Master Plan. 

Strategy 4.1.5 Enhance community pride in the appearance of public and private land by supporting and promoting opportunities to participate in waste and 

litter management, recycling, graffiti removal, sustainable land management, and sustainable water and greenhouse gas reduction initiatives. 

Implement the Graffiti Management Strategy including: 

• Identify high impact graffiti zones and assist in developing 

community mural projects 

• A small grants scheme for graffiti prevention. 


Some 

Progress 

As part of the Graffiti Management Strategy, Olsen Place has been 

identified as a high impact area with a mural project completed in 

conjunction with Broadmeadows Urban Renewal Group. A contract 

for the Broadmeadows rail underpass mural has also been 

prepared for signing with METRO. 

Small Grants schemes have commenced with funding provided to 

the Department of Justice to remove graffiti from residential and 

industrial properties. 





Strategy 4.1.5 Enhance community pride in the appearance of public and private land by supporting and promoting opportunities to participate in waste and 

litter management, recycling, graffiti removal, sustainable land management, and sustainable water and greenhouse gas reduction initiatives (continued). 


Implement, monitor and review the Waste Management 

Strategy including: 

• Updating waste collection service infrastructure in 

accordance with Australian Standards 

• Improving service efficiency by reviewing current waste 

service provisions to multi unit developments, commercial 

and industrial properties 

• Reducing waste to landfill by reviewing garbage bin sizes 

and organic material recovery 

• Review differential pricing incentives for the provision of 

Council’s waste services based on the capacity of the 

garbage bin 

• Review gate fee incentives that encourage waste 

diversion/recycling at Council’s 

• Waste disposal/resource recovery centres. 


Strategy 4.1.6 Adopt and implement a Public Art Strategy for the municipality. 

Significant 

Progress 

Progress with the Waste Management Strategy actions includes: 

• Australian Standard colours for recycling bins are currently 

being implemented for new services. Australian Standard bin 

sizes proposed in strategy review. 

• A shared waste facility trial has been successfully implemented 

in Pearcedale Parade at a multi-unit development. 

• The Waste Management Strategy (WMS) has completed a 

public consultation phase which involved waste surveys being 

mailed out and an online discussion forum. A total of 1,045 

survey responses were received which has been included in the 

Draft Strategy that will be presented to Council in April. 

Implement the Arts & Cultural Strategy including: 

• Develop an Arts Encouragement program that enables 

artists and young people in Hume City to achieve 

excellence in their artistic endeavours 

• Incorporate demonstration arts projects into key placebased 

initiatives, e.g. Activity Centres, Neighbourhood 

Renewal, Community Renewal and Growth Area Planning. 


Some 

Progress 

Arts Encouragement Program action is duplicated. Also see 3.2.8. 

Community consultation has been scheduled to assist in the 

development of the mural at the Craigieburn Children's Centre. The 

licence for Broadmeadows Station mural has been signed by 

stakeholders. 





Strategy 4.1.7 Educate the community on recycling and reducing the waste stream to landfill. 


Implement the Waste Wise Education Strategy including: 

• Conduct kerbside recycling bin inspections to reduce 

contamination 

• Deliver to all households a comprehensive Waste 

Calendar/booklet outlining Council’s waste services and 

benefits of recycling. 

• Increase community participation in waste management 

programs and initiatives 

• Increase recovery of materials from schools via recycling 

and composting. 


Progress 

YTD progress with the Waste Wise Education Strategy include: 

• 4,500 kerbside recycling bin inspections have been undertaken 

in targeted areas. 

• Waste calendar / booklet distribution to residents on 21 

December 2011. 

• Community Participation initiatives including a composting 

project and Garage Sale Trail to be finalised in Q4 

• School recycling generation has increased by 75% in the first 

year of the program. 



Performance to targets on: 

• Service requests on sealed and unsealed roads (Target: 95% 

within timeframe) 

• Service requests on drainage works (Target: 95% within 

timeframe) 

• Compliance with approved drainage and sweeping program 

(Target: 100%) 

Public Works and 

Services 

Year to date Service Request Closure and Compliance Rates for 2011/12 

are as follows: 

• sealed and unsealed roads MERIT's = 97.2% 

• drainage works MERIT's = 97.1% 

• drainage and sweeping program compliance = 100% 




Strategic Objective 4.2: Asset Management 

Strategy 4.2.1 Develop a Capital Works Program that is based on a proactive approach to the management of Council’s assets. 


Prioritise and update the annual, 4 year, 10 year and beyond 

Capital Works Programs. 


Progress 

This is being undertaken between November 2011 and April 2012. 

Draft Capital Works Program was presented at Council Planning 

Weekend and final program will be presented in late April 2012. 

Implement the Open Space Strategy capital works assessment 

criteria to deliver prioritised open space renewal/upgrade/new 

works, consistent with Council’s Asset Management Policy. 


Significant 

Progress 

Strategy 4.2.2 Prepare asset management plans for all assets, using current asset condition data as a basis for the plan. 

Implementing allocated projects, awaiting more detailed brief from 

Capital Works Program for the remainder of the financial year: 

• Harricks Reserve neighbourhood park capital improvement 

completed 

• Goonawarra Softball seating completed 

• Willowbrook new pathway and new fencing completed 

• Gazebo shelters installed at Galaxy Land Sunbury, Jacana 

Reserve Jacana, Ardlie Street Reserve Westmeadows, 

Broadmeadows Rotary Park Broadmeadows all seating and 

fencing projects completed 

• Greenvale Recreation Reserve sports ground soccer fields and 

fencing completed. 

• Other minor capital works to be finished off towards the end of 

the financial year. 

Ensure Asset Management Plans are current for all Council 

assets. 


Some 

Progress 

Draft Parks and Open Space Asset Management Plan is being 

reviewed and will be reported to Council seeking adoption of the 

Plan by 30 June 2012. 

Currently being updated to Windows 7 and are working on an 

operational system to manage parks assets for desktop function 

and mobile field data capture. 

Working with GIS administrator to map Open Space assets not 

included in current modules. Data should be ready to view by April 

2012. 

Developed issues register for the new tree module to sort a few 

issues out and continue to develop the module. 

Extend the implementation and use of Asset Management GIS 

based systems across all functions of Open Space 

Management. 


Significant 

Progress 





Strategy 4.2.3 Prepare the Capital Works Program for the medium, short and long term, taking into account asset management plan recommendations and 

Council’s financial strategy. 


Review the processes for receipt, monitoring and tracking of 

developer contributions and liaise with developers to ensure 

the provision and timely delivery of community infrastructure 

contributions. 




Significant 

Progress 

Arrangements for developers to be able to pay contributions in 

works in kind has been developed and investigations are now being 

undertaken on the process for monitoring and tracking of developer 

contributions. 

Strategy 4.2.4 Maintain an inspection regime that allows City infrastructure to be constructed and maintained for safe use by the public. 

Implement the annual scheduled property maintenance 

program. 


Significant 

Progress 

There are 326 jobs listed in this year's maintenance plan. As at end 

of Q3, 65% of the plan is completed and a further 15% is underway. 

*Implement maintenance management systems in compliance 

with the Road Management Plan. 


Significant 

Progress 

The Road Management Plan has been reviewed and updated and 

will be presented to Council in May 2012. 

A defect reporting system has been developed using smartphone 

technology and is awaiting the integration of MERIT into the 

reporting system. 

Strategy 4.2.5 Facilitate, manage and monitor the Capital Works Program and project designs so that Capital Works are completed in a timely manner. 

No annual actions under this Strategy for 2010/11. 







Reinstatement of granitic pathway in Parks and Reserves 

(Target: 5% of 43 kilometres of granitic pathway is to be 

replenished) 

Capital Works Program: YTD Budget v Actual 

• Number of subdivisions processed 

• Percentage of subdivisions processed within statutory 

timeframe (30 days) 

Parks and Open Space 

Projects and Contract 

Management 

1.05 kilometres of pathway has been built along the main Moonee Ponds 

Creek trail. 

Additional pathways replenished include parkland at: 

• Elmhurst Park, Tullamarine – 750 metres completed 

• Ardlie Street Reserve, Westmeadows – 140 metres completed 

• Gibb Reserve, Dallas – 250 metres completed 

• Progress Reserve, Coolaroo – 200 metres completed 

• Lawson Street/Barton Street, Sunbury – 150 metres completed 

• Clovelly Reserve, Craigieburn – 200 metres completed 

• McEwan Drive, Sunbury - 300m still in progress. 

Currently exceeding the 5% target with further works programmed in 2012. 

CWP expenditure is on budget - Budget $33,744,074 vs Actual 

$27,736,748. The difference is mainly due to timing of works versus budget 

and invoices not received for completed works. 

CWP income is above budget - Budget $2,068,000 vs Actual $17,674,083. 

This includes income of $14,142,982 received in 2010/11 and carried 

forward. Therefore, adjusted income received this year is $3,531,101. 

Subdivisions 45 subdivisions have been processed for the year to date with 89% 

delivered within the statutory timeframe. 

Previous Quarter response, Third Quarter figures not available. 




Strategic Objective 4.3: Natural Environment 

Strategy 4.3.1 Encourage the Hume community to increase their awareness of environmental sustainability and take an active part in its implementation. 


Implement the Pathways to Sustainability Framework, 


including: 

Progress 

• Develop and implement a Community Climate Change 

Strategy 

• Implement the Live Green Strategy 

• Update and commence implementation of the Natural 

Heritage Strategy, Local Water Action Plan and the 

Greenhouse Action Plan. 

Progress with Pathways to Sustainability actions include: 

• Community Climate Change Strategy - first meeting of Project 

Team and subsequent workshops are scheduled for April 2012. 

• Live Green Strategy being implemented as follows: 

1) Live Green Workshops held including produce gardening, 

environmental photography walk, ethical shopping, green movie 

night, sustainable gardening and fruit tree planting. 

2) Environmental Champions Program - 24 enrolled participants, 

5 sessions held with a wide variety of interest and projects. 

3) Craigieburn Festival - 'Sustainability Village' including stall 

holders - Neco, Bee Sustainable, Edible Weeds, Dunnarts, 

preserving tomato seeds, Friends of Malcolm Creek. 30 new 

subscribers added to workshop and newsletter databases. 

4) Investigating website options in order to educate the 

community on implementing more sustainable living practices. 

5) Teachers Environment Network: quarterly meeting with the 

TEN. Currently 5 schools selected and contacted regarding 

Resource Smart AuSSI Vic modules in energy and biodiversity. 

6) Autumn Live Green Newsletter finalised. Significant increase 

in distribution networks to gather a larger participation rate. 

7) Extensive promotion of Energy and Water Taskforce - 

participation in Communicating Energy Use through NAGA. 

• The Natural Heritage Strategy was adopted by Council in 

February 2012. Implementation of actions has begun. 

• Local Water Action Plan - Stages 1 and 2 complete. Data 

gathering/analysis, catchment mapping and site visits complete. 

Estimated completion April 2012. New integrated water 

management plan draft on track for completion in mid-2012. 

• Greenhouse Action Plan - review of the GAP begins in April 

2012 with stakeholder workshops. 





Strategy 4.3.1 Encourage the Hume community to increase their awareness of environmental sustainability and take an active part in its implementation 

(continued). 


Implement the Greening Program in conjunction with schools 

and community groups to improve amenity of land and raise 

awareness of biodiversity values. 


Significant 

Progress 

The Community Greening Program 2012 begins in May. 

Strategy 4.3.2 Preserve and enhance Hume’s biodiversity and natural environment, including stewardship of significant flora. 

Manage over 100 conservation sites across Hume and 

continue to protect areas of significant vegetation and Golden 

Sun Moth reserves throughout the Civil and landscape 

subdivision processes. 


Significant 

Progress 

Conservation reserves are being actively managed. 

Currently arranging Golden Sun Moth monitoring programs on 

relevant reserves. 

Fire prevention works in reserves have included slashing fire breaks 

and successfully conducting a large control burn in Sunbury with 

the CFA. Autumn Planned burns on 20 sites in the City. 

Strategy 4.3.3 Ensure the Hume environment is sustainably managed for future generations. 

Sustainably manage the Hume environment through: 

• Investigating the feasibility of landfill gas harvesting at 

Riddell Road landfill, Sunbury 

• Identify and report on environmental performance 

alternatives for the Council Fleet. 


Some 

Progress 

Investigation of the option of gas flaring to reduce carbon emissions 

is currently underway for report to Council prior to adoption of 

budget. 

A report on the feasibility of Electric Vehicles and other options is 

being drafted for consideration. 

Strategy 4.3.4 Support and assist landowners in Hume to undertake sustainable land management practices. 

Implement the Sustainable Land Management Strategy 2009- 

2013, including the review of: 

• Landholder incentive schemes 

• Sustainable Land Management Policy 

• Pest Animal Action Plan. 


Significant 

Progress 

Progress with the Sustainable Land Management Strategy includes: 

• Briefing Note and presentation of three year workflow process to 

modify incentives schemes to be presented Council April 2012. 

• The Farm Rate Rebate and Land Rate Rebate applications 

were posted to 1920 rural landowners for the 2012-2013 and 

2013-2014 financial years as per the new Policy. 

• Pest animal control works on-ground complete with post 

monitoring to occur over the next couple of weeks. A program 

review will be conducted once monitoring is complete. 





Strategy 4.3.5 Develop and implement sustainability policies and practices across the City to actively reduce Hume’s environmental footprint. 


Reduce potable water consumption across parks and 

recreation facilities, including investigation of further alternative 

water sources through: 

• Preparing and implementing 2011/12 Water Management 

Action Plans for the Broadmeadows Leisure Centre and the 

Sunbury Aquatic and Leisure Centre 

• Continued implementation of the Sportsground Warm 

Season Grass Conversion Program. 

Undertake the bulk changeover of 8,000 80W mercury vapour 

street lights to new T5 lighting. 





Significant 

Progress 

Significant 

Progress 

WaterMaps for Broadmeadows Leisure Centre and Sunbury 

Aquatic and Leisure Centre and were submitted to Western Water 

(SALC) and Melbourne Water (BLC) on 30 September 2011. 

Five new warm season grass conversion projects have been 

completed and will be used in the winter season - Gibb Reserve 

Soccer, Seabrook Reserve Soccer, Progress East Reserve Soccer, 

Leo Dineen Reserve, Spring Street Reserve. 

Rebuilding of John Ilhan Reserve with warm season grass drainage 

and new profile is well progressed. 

Investigation of alternative water sources is being looked at in water 

balance and pollutant study. 

Capital Works small sites retrofits are ongoing including: 

• Anderson Reserve, Broadmeadows - rainwater tank plumbed to 

toilets, installed dual flush cisterns and low flow showerheads 

• Jack Roper Reserve – boat shed and public toilets 

• Campbellfield Community Centre 

• Visy Cares Learning Centre 

• Coolaroo M&CH Centre, 

• Pembroke Crescent Pre-School (Craigieburn), 

• Leo Dineen Reserve pavilion and Tullamarine Public Hall. 

Council has lodged a funding application with the Federal 

Government for 50% of the cost of the project ($1.5 million). 





Strategy 4.3.5 Develop and implement sustainability policies and practices across the City to actively reduce Hume’s environmental footprint (continued). 


Undertake Environmental Planning and Enforcement including: City Sustainability Some 

• Assisting in the review of the Hume Planning Scheme 

Progress 

• Assisting in the review and management of Planning 

Scheme Policy amendments 

• Continued implementation of subdivisional WSUD 

principles delivering sustainable Civil and landscape 

infrastructure 

• Apply the Native Vegetation Framework in Precinct 

Structure Plan areas and implement the Native Vegetation 

Offsets Policy. 

Environmental Planning and Enforcement has included: 

• Planning Scheme Policy amendment for the Industrial 

Stormwater Policy complete; Green Wedge and Farming Zone 

amendments are ongoing 

• Applying the Native Vegetation Framework when assessing 

planning permit applications and submissions to State 

Government in relation to new growth areas 

• Assisting in the review of the Growth Areas Corridor Plan and 

associated documents including review of the Lockerbie and 

Merrifield Precinct Structure Plans. 

• Taking enforcement action against non-compliance. 

• Sale of Offset Gains in Council Conservation Reserves report 

due to go Council Briefing on 2 April 2012. 







Reduce the amount of internal printing across Council (Target 

3%) 

Information Services All new photocopiers have been set to automatically print on both sides to 

reduce paper usage. In addition, the introduction of duplex printing on all 

other devices is being tested. Cost of toners for the 9 months to 31 March 

2012 is $52,964 compared to $96,856 in 2010/11 (a cost reduction of 45%). 

Diversion rate - actual proportions of waste material diverted 

(recycled) at both Sunbury and Campbellfield (Targets: 40% 

Sunbury, 65% Campbellfield) 

Landfill and Waste 

Actual proportions of waste material diverted at both Sunbury and 

Campbellfield waste facilities are: 

• Sunbury 46% (exceeds 40% target) 

• Campbellfield 71% (exceeds 65% target). 

Percentage of Council fleet with energy efficient vehicles Services The number of energy efficient Light Fleet Vehicles is 37 (Passenger and 

Operational) out of a Total Light fleet of 159 vehicles. Therefore, Green 

Fleet = 23% 

Council's internal performance for: 

• Potable water use (Target: 5% reduction on 2008/09 baseline) 

• Light vehicle fleet fuel use in CO2 emissions (10% reduction 

on 2008/09 baseline ) 

• Street light energy use in CO2 emissions (10% reduction on 

2008/09 baseline) 

• Waste volume and % of waste to landfill from 5 main Council 

sites (Target: 5% reduction on 2008/09 baseline) 

Sustainable 

Environment 

Most recent figures for Council's internal performance is as follows: 

• Potable water use – Q2 2010/11 = 47.056 megalitres. Q2 2011/12 = 

39.013 megalitres. Water usage is down due to plenty of rain (reduced 

irrigation) 

• Light vehicle fleet use – Q2 2010/11 = 272.47 tonnes CO2-e. Q2 

2011/12 = 263.14 tonnes CO2-e. This represents a 3.5% decrease in 

emissions from the previous year, having travelled 3.1% less kilometres. 

• Street light energy use in CO2 emissions (10% reduction on 2008/09 

baseline): Figures for January to March are not yet available. 

• Waste volume and % waste to landfill from 5 main Council sites (BM 

office, GLC, Maffra St Depot, Sunbury Depot, Sunbury Customer 

Service) – Q3 2011/12 total volume of waste generated = 1,018L. Of 

this, 44.8% went to landfill. 

Increase the number of Green Waste tenements served by 2% Services The increase in green waste kerbside service uptake for Quarter 1, 2 and 3 

of 2011/12 is currently 1,180 services or a 7% annual increase. 




14 MAY 2012 


REPORT NO: 

LE435 

REPORT TITLE: Proposed Budget 2012/13 

SOURCE: 

DIVISION: 

FILE NO: 

Fadi Srour, Manager Finance and Property 

Development 

City Governance and Information 

HCC12/121 

POLICY: -- 




1.1 In accordance with Section 127 of the Local Government Act 1989 (the Act) and 

Regulation 8 of the Local Government (Finance and Reporting) Regulations 2004 (the 

Regulations), Council is required to commence the statutory process to adopt the 

Proposed Annual Budget for 2012/13. 

1.2 The proposed budget recognises the importance of setting a clear direction for the 

future, achieving measurable objectives, encouraging community input and 

consultation, and being financially responsible. It is part of a financial plan that aims to 

secure a viable and sustainable path to achieve the City's objectives. 

1.3 In preparing the budget Council has also revalued all properties in Hume in accordance 

with its statutory obligations. The value of all properties within Hume has increased by 

approximately 12%. As a result it is proposed to reduce the rate in the dollar by 5.9%. 

1.4 Council’s rate increase for 2012/13 is 5.4% comprising 3.7% for Council’s ongoing 

operations, 1.4% for the impact of the carbon tax and 0.3% for the increase in the 

landfill levy payable to the Environment Protection Authority Victoria (EPA). 

1.5 Council’s total general rates and charges revenue will increase to $108.9m. This level 

of rate income will ensure Council is able to deliver a high level of services and 

infrastructure to the community and a new capital works program of $55.4m. 

1.6 Council’s long-term financial strategy is based around having a 5% rate increase to 

provide for growth in services (delivered meals, leisure facilities, waste collection, local 

laws, preschools, etc) and the provision of capital works (roads, pools, recreation, etc). 

A 3.7% rate increase has been achieved for 2012/13 through operational efficiencies 

and savings which has been passed on to our ratepayers in recognition of the difficult 

economic conditions. 



14 MAY 2012 



1.7 The proposed budget has been prepared in a Council Plan view to demonstrate the 

resourcing of the Council Plan objectives and strategies. 

1.8 The budget document appended to this report provides detailed information with regard 

to the major impacts for 2012/13. It also provides details with regard to Council’s 

financial management principles to ensure a financially sustainable future. 


2.1 That having considered the details of the 2012/13 recurrent and capital budget 

appended to this report, which includes: 

2.1.1 Section 1 - Overview 

2.1.2 Section 2 - Budget Analysis 

2.1.3 Section 3 – Long Term Strategies 

2.1.4 Appendix A – Budgeted Standard Statements 

2.1.5 Appendix B – Statutory Disclosures 

2.1.6 Appendix C – Capital Works Program 

2.1.7 Appendix D – Key Strategic Activities 

2.1.8 Appendix E – Schedule of Fees & Charges 

The proposed recurrent and capital budget for 2012/13 be the budget prepared 

for the purposes of Section 127 of the Act. 

2.2 That in accordance with Section 158 of the Act, Council proposes to declare a 

General Rate of 0.3664 cents in the dollar of the Capital Improved Value within 

the municipal district for all rateable land for the rating period commencing 1 

July 2012 and ending 30 June 2013. 

2.3 That in accordance with Section 169 of the Act, Council proposes to grant a 

Sustainable Farm Rebate of 23% of the General Rate, to each owner of rateable 

land which has the characteristics of ‘Farm Land’ as defined in Section 2 (1) of 

the Valuation of Land Act 1960, subject to those owners satisfying the 

requirements of Council’s Sustainable Land Management Policy. 

2.4 That in accordance with Section 169 of the Act, Council proposes to grant a 

Sustainable Land Rebate of 15% of the General Rate in the dollar applied to the 

Site Value only of the property to each owner of rateable land which is zoned 

Rural, Green Wedge and Green Wedge A having an area greater than 0.4 hectare 

but not being ‘Farm Land’ as defined in Section 2 (1) of the Valuation of Land Act 

1960, subject to those owners satisfying the requirements of Council’s 

Sustainable Land Management Policy. The rebate is limited to a maximum of 

$1,000 per assessment. 

2.5 That Council proposes that all rates for rateable land be determined by 

multiplying the Capital Improved Value of the rateable land by the relevant 

General Rate indicated at 2.2 above. 



14 MAY 2012 



2.6 That in accordance Section 167 (1) of the Act, the general rates and service 

charges are payable by four instalments. The gazetted instalment dates as fixed 

by the Minister are as follows: 30/9/2012, 30/11/2012, 28/2/2013 and 31/5/2013. 

2.7 That in accordance with Section 167 (2A) of the Act, Council will not be offering 

the lump sum payment option. 

2.8 That in accordance with Section 159 of the Act, Council proposes to declare that 

a municipal charge will not be levied against any rateable land on which a 

municipal charge may be levied for the rating period commencing on 1 July 2012 

and ending on 30 June 2013. 

2.9 That in accordance with Section 162 of the Act, Council proposes to declare 

annual service charges for the disposal of refuse per collection services for 

rateable and non-rateable properties for the period commencing 1 July 2012 and 

ending 30 June 2013 where each occupied rateable property is entitled to one 

140L garbage service and one 240L recycle service without charge as follows: 

Waste Service Option Residential Non-Residential 

Recycle 140 bin $53.00 per service $58.30 per service 

Recycle 240 bin $53.00 per service $58.30 per service 

Organic 140L bin $91.00 per service $100.10 per service 

Organic 240L bin $106.00 per service $116.60 per service 

Organic bin delivery fee $62.70 per bin $62.70 per bin 

Garbage 80L in lieu of 140L 

standard issue 

-$15.00 discount -$15.00 discount 

Garbage 80L bin $66.00 per service $72.60 per service 


Garbage bin upgrade from 140L 

to 240L 

$86.00 per service $94.60 per service 


2.10 That Council proposes that an amount of $108.9m be declared as the amount 

Council intends to raise from the general rates and charges for the period from 1 

July 2012 to 30 June 2013 as follows: 

2.10.1 General Rates $ 106,056,447 

Less rebates $ 710,000 

Total rates $ 105,346,447 

2.10.2 Service Charge – Recycling & Garbage $ 95,000 

Service Charge – Organics $ 1,630,000 

Total rates & Charges $ 107,071,447 

2.10.3 Projected supplementary Rate Income $ 1,800,000 

$ 108,871,447 

2.11 That Council notes that in accordance with Section 158 of the Act and Regulation 

8 of the Regulations, detailed information concerning General Rates and 

Charges is appended to this report. 



14 MAY 2012 



2.12 That in accordance with Sections 129 and 223 of the Act, the public submission 

process for the proposed budget requires the following actions be undertaken: 

2.12.1 The proposed budget for 2012/13 is made available for public inspection. 

2.12.2 Public notice be given that the Proposed 2012/13 Annual Budget has 

been prepared and is available for public inspection and submissions 

will be received from 16 May 2012 until 13 June 2012. 

2.12.3 Submissions may be included in an agenda for a meeting of the Council 

that will be made available to the public. 

2.13 That in accordance with Section 223 of the Act, a Committee of the Whole 

Council hears submissions on Monday, 18 June 2012 at 7:00pm at the Council 

Chamber, Hume Global Learning Centre, Broadmeadows if required. 

2.14 That in accordance with Section 130 of the Act, Council resolves to notify and 

place on public notice its intention to adopt the 2012/13 Annual Budget on 

Monday, 25 June 2012 at a meeting of Council to be held at 7:00pm at the 

Council Chamber, Hume Global Learning Centre, Broadmeadows. 

3. FINANCIAL IMPLICATIONS: 

3.1 The budget proposal is for a 5.4% rate increase across all classes of properties for the 

2012/13 year. Being a revaluation year, the amount of the rate increase will not be 

consistent across all properties with some properties experiencing significant capital 

appreciation and others, moderate depreciation. As a result, this has allowed Council to 

declare a General Rate of 0.3664 cents in the dollar which is a 5.9% reduction from 

2011/12. 

3.2 A detailed analysis indicates that on average, residential owners will receive an 

increase in their rates bill over the 2011/12 year of $79 and is primarily due to the 

continued growth in residential property values across Hume. In particular residential 

areas with closer proximity to the City and transport such as Broadmeadows, 

Westmeadows, Campbellfield, Tullamarine and Jacana have experienced property 

value increases in excess of 18%-21%. Whilst areas where there has been urban 

growth and new infrastructure such as Bulla, Kalkallo, Greenvale and Attwood have 

experienced property value increases of between 16%-26%. In addition, the property 

value increase in Sunbury was 15% and in Craigieburn it has been 13%. 

3.3 Industrial and commercial type properties have been subdued with an increase of 

approximately 5%. With a 5.9% reduction in the rate in dollar, on average these types 

of properties will receive a reduction in their rates bill over the 2011/12 year of $144. 

3.4 The rate increase will enable Council to deliver a number of key initiatives and projects 

highlighted in the body of this report. The proposed budget is designed to deliver a 

recurrent surplus in order to fund capital works and new initiatives to meet the growing 

population and service requirements of the City. The basis of sound financial 

management includes the principles for achieving operating surpluses, ensuring 

liquidity and maintaining long-term solvency. This budget and Council's financial plan 

achieve this by: 



14 MAY 2012 



3.4.1 Providing for an operating surplus of $50.6m. 

3.4.2 Maintaining long-term liquidity and financial capacity while also providing for 

new capital works expenditure of $55.4m in 2012/13. 

4. LEGISLATIVE POWERS: 

4.1 Local Government Act 1989: 

 

 

 

 

Section 127 - "Council must prepare a Budget", 

Section 129 – “Public Notice” 

Section 130 – “Adoption of Budget or Revised Budget” 

Section 223 – “Right to Make Submission” 

4.2 Local Government (Finance & Reporting) Regulations 2004: 

Regulation 8 

Regulation 9 

5. COMMUNITY CONSULTATION: 

In releasing the budget for public consideration, Council encourages careful examination of 

the financial strategies contained within the documentation. Public comment and 

submissions are encouraged and will be heard on Monday, 18 June 2012 at 7:00pm at the 

Council Chamber, Hume Global Learning Centre, Broadmeadows. 


6.1 The 2012/13 budget has been developed through a comprehensive review process. 

The Councillors together with staff have rigorously analysed available information and 

financial data to ensure the budget delivers Council's objectives and financial plans. 

6.2 The budget sets clear directions for the delivery of Council programs and builds upon 

the main financial and operational strategies previously established. The exhaustive 

analysis of the information provided and the review process undertaken to establish the 

budget for 2012/13 has produced a financially responsible budget that will continue to 

assure Council's long-term financial strength. The budget underpins Council’s 

commitment to financial stability, environmental sustainability and social justice. 

6.3 The 2012/13 budget has been impacted by an increase in the levy payable to the EPA 

and the Carbon tax. 

6.3.1 A carbon tax is a tax on the carbon content of fuels - effectively a tax on the 

carbon dioxide emissions from burning fossil fuels. It levies a fee on the 

production, distribution or use of fossil fuels based on how much carbon their 

combustion emits. The Carbon tax component equates to 1.4% of the rate 

increase. 



14 MAY 2012 



6.3.2 The EPA levy is payable on waste disposed of at Council’s landfills and is 

increasing from $44.00 per tonne to $48.40 per tonne. This component 

equates to 0.3% of the rate increase. 

6.4 The budget is a major component in ensuring the accountability of Council's operations 

and, in line with good governance, it forms part of the public accountability process and 

reporting that includes: 

6.4.1 The Council Plan (including the Strategic Resource Plan) 

6.4.2 The Budget 

6.4.3 Internal and External Audit 

6.4.4 Annual Report 

6.5 Fees and charges have generally been increased by 3-5%. Some fees are fixed by 

legislation while others are set on a user pays basis. The impact of the GST on fees 

and charges has also been included. 

6.6 The proposed operating budget contains operating income of $221.9m and operating 

expenditure of $171.3m, generating an operating surplus of $50.6m. 

6.7 Council will continue to provide core service delivery in the areas of: 

 

 

 

 

 

 

 

 

 

Youth programs 

Home care 

Delivered meals 

Maternal and Child Health 

Pre-schools 

Parks and Open Spaces 

Roads & Drains 

Local Laws 

Waste collection 

6.8 In addition to these core delivery areas, the proposed budget also includes a number of 

new initiatives that will add to the extensive services already provided by Council. The 

major additions this year include: 

6.8.1 Initiatives to improve the amenity and appearance of the City including: 

(a) Parks Subdivision Maintenance – to maintain new parks and subdivisions 

acquired in previous years. 

(b) Play Space Maintenance Officer – this position will assist in providing 

the necessary auditing, maintenance and repair of the increasing 

number of play spaces across the City. 

(c) Green Waste Collection Officer & Truck – this initiative caters for the 

significant growth being experienced in the green waste collection 

service. 



14 MAY 2012 



6.8.2 Initiatives to cater for the continued growth and to help plan and utilise the 

City’s assets including: 

(a) 

(b) 

(c) 

(d) 

Subdivision Officers – these positions will focus on checking WSUD 

infrastructure, assist with the increase in planning permit referrals, 

landscape plan assessments, bonding and on certifications and 

statements of compliance. 

Projects Engineer – this position will assist with the delivery of the capital 

works program. 

Hume Corridor - Hume Integrated Growth Areas Plan (HIGAP) – this will 

provide Council with a comprehensive planning document and 

framework to enable it to respond effectively to the significant growth 

occurring and anticipated in the Hume Corridor. 

Smarty Grants - Best Practice Grant Management System – this will 

provide Council with an online grants management system that will 

enable greater accountability and data management. 

6.8.3 Initiatives to improve Transport including: 

(a) 

Sustainable Transport Officer - this position will be responsible for the 

delivery of the travel demand management and behaviour change 

programs as adopted in the Hume Integrated Land Use and Transport 

Strategy. 

6.8.4 Initiatives to enhance Health, Safety and Wellbeing including: 

(a) 

(b) 

Aboriginal Parent Engagement Worker – this position will help facilitate 

the number of local Aboriginal and Torres Strait Islander families and 

children who access early year’s services through direct support to 

enable these families to use the service. 

Hume Run for the White Ribbon 2012 - the ‘Hume Run for the Ribbon’ is 

a community recreational event featuring a 3.5 kilometre walk/run and 

10 kilometre run that promotes the White Ribbon campaign and the 

Broadmeadows Central Activities Area. 

6.9 A key factor influencing the 2012/13 budget has been information compiled through 

consultation with key stakeholders including: community satisfaction surveys; a 

telephone survey; Ward meetings; and issues arising from residents’ and other 

stakeholders’ requests and feedback. The information suggests that, while there is a 

relatively high level of satisfaction with most services provided by Council, there are 

some areas requiring additional attention. Council faces a number of significant asset 

management challenges in the coming years and spending on infrastructure has been 

increased as a result. 

6.10 Capital Works 

6.10.1 New capital works expenditure of $55.4m is proposed for 2012/13. The major 

projects include: 

(a) 

The construction/reconstruction and resurfacing of local roads and traffic 

works including the reconstruction of Rex Road between Cooper Street 

and Northbourne Road in Clarkefield, constructing the northern end of 



14 MAY 2012 



(b) 

(c) 

(d) 

6.11 Long Term Strategies 

Cornish Street in Sunbury, widening of Konagaderra Road from 

Havelock Road to Wildwood Road North in Clarkefield, reconstruction of 

Washington Street in Dallas from King Street to Doy Street and the 

construction of a car park at Lakeside Drive Reserve in Roxburgh Park; 

Construction and rehabilitation work on footpaths and drains across the 

City; 

The design stage of the Craigieburn Aquatic Facility; 

Development of the John Ilhan Memorial Reserve (BVP) – Regional 

Soccer Facility and an upgrade of irrigation infrastructure at the 

Craigieburn Golf Course; 

Design and construction of Craigieburn Town Centre Sports Fields; 

(e) 

(f) Development of a Regional Tennis Facility in Craigieburn including 18 

Courts, a pavilion and car parking; 

(g) A Cricket and Soccer Facility at Greenvale Lakes including two ovals, 

three soccer pitches, two pavilions and car parking; 

(h) Upgrading club room amenities at Laura Douglas Reserve in Dallas; 

(i) Construction of the Broadmeadows Community Hub; 

(j) Extension to four Early Childhood Centres in Sunbury, Greenvale and 

Craigieburn; 

(k) An extension to the Attwood House Community Centre; 

(l) Continued work on the Sunbury Town Centre redevelopment; 

(m) New library collections for the City’s libraries; and 

(n) The conversion of street lighting to T5 environmental lighting. 

6.11.1 The four year financial projections are included in Appendices A and C of the 

attachment. The Plan identifies a strong recurrent surplus, steady capital 

works and the maintenance and adherence to key prudential ratios. It also 

identifies the level of capital works to be performed over the period. It is based 

on strong growth within the municipality, increasing servicing requirements 

and maintaining the commitments set out in the Council Plan. 

6.11.2 An exhaustive long term infrastructure and needs analysis process has 

occurred which identified a number of key projects which need to be delivered 

in the next four years. As a result of Council’s strong financial position, it is 

able to commit $221.2m towards new capital works in the four years from 

2012/13 to 2015/16. There is provision to borrow $9m in 2012/13 if needed. A 

number of key priorities have been included in the four year program and the 

following projects are expected to be completed within the next four years. 

These projects are listed on the indicative capital works program included as 

part of the budget documentation and include: 

(a) 

Continued work on: 

(i) 

(ii) 

(iii) 

(iv) 

(v) 

The construction/reconstruction and resurfacing of local roads and 

traffic works across the City; 

Construction and rehabilitation work on footpaths and drains 

across the City; 

The Sunbury Town Centre redevelopment; 

Upgrade of irrigation infrastructure at the Craigieburn Golf Course; 

The Craigieburn Aquatic Facility; 



14 MAY 2012 



(vi) Construction of Craigieburn Town Centre Sports Fields; 

(vii) Construction of a Regional Tennis Facility in Craigieburn; 

(viii) The upgrading of open space and playgrounds across the City; 

(ix) Construction of Cricket and Soccer Facilities at Greenvale Lakes; 

and 

(x) John Ilhan Memorial Reserve (BVP) – Regional Soccer Facility. 

(b) 

New work on: 

(i) Reconstruction of the Craigieburn Bowling Club clubhouse; 

(ii) The Broadmeadows Leisure Centre upgrade; 

(iii) The Sunbury Aquatic Centre Upgrade; 

(iv) Extending the Hume Global Learning Centre - Broadmeadows; 

(v) Upgrading Clarke Oval change rooms and pavilion seating in 

Sunbury; 

(vi) New community hubs in Greenvale and Craigieburn; 

(vii) Pavilions and training lights at Barrymore Road Recreation 

Reserve in Greenvale and on the second oval at the Greenvale 

Recreation Reserve; 

(viii) Designing the Hume Global Learning Centre in Sunbury; and 

(ix) Merrifield Business Accelerator (subject to external funding). 

6.11.3 The Plan identifies that: 

(a) Recurrent surpluses will remain in excess of $40m each year. 

(b) Key prudential ratios are maintained throughout the period. 

(c) Ratepayers’ equity (assets less liabilities) will be $2.1b by 2015/16. 


7.1 The proposed budget presents Council's immediate and longer-term financial strategy 

and honours commitments set out in the Council Plan. It also identifies the capital 

works and services the community can expect from Council during the 2012/13 

financial year and beyond. The 2012/13 Budget ensures ongoing security of Council’s 

long-term financial position. It provides a balanced capital works program, based on 

equity, which has been funded through a recurrent surplus. 

7.2 Council has prepared the proposed budget in accordance with the principles of sound 

financial management and its adoption will ensure long term financial viability. 



ANNUAL BUDGET 

2012/2013 

www.hume.vic.gov.au 

NOT TO BE REMOVED 

FOR INSPECTION ONLY

CONTENTS 

Mayor’s Introduction ................................................................................................... 1 

Chief Executive Officer’s Summary ............................................................................ 4 

Budget Processes ...................................................................................................... 9 

Overview 

1. Linkage to the Council Plan .................................................................................. 10 

2. Activities, initiatives and key strategic activities .................................................... 13 

3. Budget influences ................................................................................................. 25 

Budget Analysis 

4. Analysis of operating budget ................................................................................ 28 

5. Analysis of budgeted cash position ...................................................................... 34 

6. Analysis of capital budget ..................................................................................... 37 

7. Analysis of budgeted financial position ................................................................. 42 

Long term Strategies 

8. Strategic Resource Plan and key financial indicators ........................................... 45 

9. Rating strategy ..................................................................................................... 49 

10. Other strategies .................................................................................................. 53 

Appendices 

Appendix A - Budgeted Standard Statements ........................................................... 58 

Appendix B - Statutory Disclosures ........................................................................... 63 

Appendix C - Capital Works Program........................................................................ 68 

Appendix D - Key Strategic Activities ........................................................................ 76 

Appendix E - Schedule of Fees and Charges ........................................................... 80

Mayor’s Introduction 

It gives me great pleasure to present the 2012/13 Budget to the community of Hume City 

Council. 

Hume City continues to be a growing municipality and Council acknowledges the need to 

fund new community initiatives to meet the expectations of its expanding population. 

Results of Council’s Resident Survey’s were analysed, along with feedback from Councillors, 

ward meetings, community and key stakeholder forums to determine what the community’s 

priorities were for the coming year and beyond. 

Council’s rate increase for 2012/13 is 5.4% comprising 3.7% for Council’s ongoing 

operations, 1.4% for the impact of the carbon tax on Council’s operations and 0.3% for the 

increase in the landfill levy payable to the Environment Protection Authority (EPA) Victoria. 

Council’s long-term financial strategy is based around having a 5% rate increase to provide 

for growth in services (delivered meals, leisure facilities, waste collection, local laws, preschools, 

etc) and the provision of capital works (roads, pools, recreation, etc). A 3.7% rate 

increase has been achieved for 2012/13 through operational efficiencies and savings which 

have been passed on to our ratepayers in recognition of the difficult economic conditions. 

The 2012/13 Budget includes total operating income of $221.9 million and operating 

expenditure of $171.3 million, generating an operating surplus of $50.6 million. The 2012/13 

Capital Works program includes $55.4 million of new works. Over the next four years, total 

new works is projected to be $221.26 million. 

Council’s commitment to sustainable development and growth continues through this 

Budget, with many projects to commence or continue that will benefit the whole community. 

The highlights of the 2012/13 capital works program are as follows: 

• Roads ($11.13 million) – including the reconstruction of Rex Road between Cooper 

Street and Northbourne Road in Clarkefiled, constructing the northern end of Cornish 

Street in Sunbury, widening of Konagaderra Road from Havelock Road to Wildwood 

Road North in Clarkefield, reconstruction of Washington Street in Dallas from King 

Street to Doy Street, construction of a car park at Lakeside Drive Reserve in Roxburgh 

Park and local road resurfacing throughout the City; 

• Footpaths and Drainage Infrastructure ($4.67 million) – including footpath rehabilitation 

works, the upgrade of drainage infrastructure and construction of walking and cycling 

paths throughout parts of the City, the construction of a footpath on the Hume Highway, 

Campbellfield (between Campbell Street and Berwick Road on the east side) and the 

Connecting Craigieburn Pathways program; 

• Major Leisure Facilities ($0.83 million) – including the design stage of the Craigieburn 

Aquatic Facility and an upgrade of sports courts at the Craigieburn Leisure Centre; 

• Parks and Reserves ($19.08 million) – including irrigation infrastructure at the 

Craigieburn Golf Course, development of a regional soccer facility at the John Ilhan 

Memorial Reserve (BVP), design and construction of a synthetic athletics track with 

soccer infield at the Craigieburn Town Centre, development of a regional tennis facility 

in Craigieburn including 18 courts, a pavilion and car parking, a cricket and soccer 

facility at Greenvale Lakes including two ovals, three soccer pitches, two pavilions and 

car parking, and upgrading open space and playgrounds across the City; 

1

• Community Facilities ($8.87 million) – including commencement of construction of the 

Broadmeadows Community Hub, upgrading club room amenities at Laura Douglas 

Reserve and the extension of the Gibb Reserve Pavilion in Dallas, extensions to four 

early childhood centres at Craigieburn Road (Craigieburn), Sunningdale (Sunbury), 

Bradford Avenue (Greenvale) and Malcolm Creek (Craigieburn), expansion of the 

Attwood House Community Centre and provision for the annual Greenhouse Action 

Plan program; 

• Waste Management ($1.66 million) – including new garbage, organic and recycling bins 

and rehabilitation works at Council’s landfill sites including implementation of the Bolinda 

Road Master Plan in Campbellfield; 

• Town Activity Centres – ($1.52 million) – including continued work on the Sunbury Town 

Centre redevelopment; and 

• Civic/Corporate – ($7.7 million) – including the conversion of street lighting to T5 

environmental lighting, information technology, library materials and the scheduled 

replacement of Council’s fleet. 

The proposed budget also includes a number of new initiatives that will add to the extensive 

services already provided by Council. The major additions this year include: 

Initiatives to improve the amenity and appearance of the City including: 

• Parks Subdivision Maintenance – to maintain new parks and sub-divisions acquired in 

previous years. 

• Play Space Maintenance Officer – this position will assist in providing the necessary 

auditing, maintenance and repair of the increasing number of play spaces across the 

City. 

• Green Waste Collection Officer and Truck – this initiative caters for the significant 

growth being experienced in the green waste collection service. 

Initiatives to cater for the continued growth and to help plan and utilise the City’s assets 

including: 

• Subdivision Officers – these positions will focus on checking Water Sensitive Urban 

Design infrastructure, assist with the increase in planning permit referrals, landscape 

plan assessments, bonding and on certifications and statements of compliance. 

• Projects Engineer – this position will assist with the delivery of the capital works 

program. 

• Hume Corridor - Hume Integrated Growth Areas Plan (HIGAP) – this will provide 

Council with a comprehensive planning document and framework to enable it to respond 

effectively to the significant growth occurring and anticipated in the Hume Corridor. 

• Smarty Grants - Best Practice Grant Management System – this will provide Council 

with an online grants management system that will enable greater accountability and 

data management. 

Initiatives to improve Transport including: 

• Sustainable Transport Officer - this position will be responsible for the delivery of the 

travel demand management and behaviour change programs as adopted in the Hume 

Integrated Land Use and Transport Strategy. 

2

Initiatives to enhance Health, Safety and Wellbeing including: 

• Aboriginal Parent Engagement Worker – this position will help facilitate the number of 

local Aboriginal and Torres Strait Islander families and children who access early year’s 

services through direct support to enable these families to use the service. 

• Hume Run for the White Ribbon 2012 - the ‘Hume Run for the Ribbon’ is a community 

recreational event featuring a 3.5 kilometre walk/run and 10 kilometre run that promotes 

the White Ribbon campaign and the Broadmeadows Central Activities Area. 

The budget delivers an additional $9.11 million towards the provision of day to day Council 

services including pre-schools, child care, aged services and leisure services across the 

municipality. 

Residents and other interested members of the community are welcome to view and make 

comments and submissions on the budget. 

The 2012/13 Budget continues the principles of prudent and sustainable long-term financial 

management and has been developed through a rigorous process of consultation and 

review and Council endorses it as financially responsible. 

Cr Ros Spence 

Mayor 

3

Chief Executive Officer’s Summary 

Council has prepared a Budget for the 2012/13 financial year which seeks to balance the 

demand for services and infrastructure with the community’s capacity to pay. 

The 2012/13 Budget presented in this report has been developed through a rigorous 

process of consultation and review with Councillors, Council officers and the Hume 

community. It will deliver improved services, increased maintenance and an upgrade of 

Council owned assets and infrastructure. 

Key budget information is provided below about the rate increase, operating result, service 

levels, financial position, cash and investments, capital works, financial sustainability and 

strategic objectives of the Council. 

1. Rates 

8 

% Rate increase 

7 

6 

5 

4 

3 

2 

4.00 

6.78 6.20 

1.78 

0.50 

0.75 

5.00 

4.95 

5.40 

1.40 

0.30 

3.70 

1 

0 

A 2009/10 A 2010/11 F 2011/12 B 2012/13 

Year 

A = Actual F = Forecast B = Budget 

It is proposed that general rates increase by 5.4% for the 2012/13 year. Council’s long-term 

financial strategy of applying a 5% rate increase to fund increases to services and new 

works has been achieved. Council has applied a 3.7% rate increase in the 2012/13 financial 

year. On top of the 3.7% increase, Council is required to collect a landfill levy on behalf of 

the Victorian Government and this has resulted in an additional 0.3% increase. Also, an 

additional 1.4% has been added to allow for the impact of the carbon tax on Council’s 

operations. 

Rates collected are expected to be $117.2 million and includes rates in lieu of $9.97 million 

and $1.8 million generated from supplementary rates. The level of total rates also reflects an 

expected growth rate of approximately 2.5-3% per annum. 

This rate increase is in line with Council’s rating strategy and will go towards maintaining 

service levels, meeting the cost of a number of internal and external influences affecting the 

operating budget and towards capital works to address the asset renewal needs of the City. 

The rate increase for the 2011/12 year was 6.2%. 

4

2. Operating result 

60.0 

50.0 

40.0 

52.99 

43.79 

50.64 

47.45 

44.94 

48.48 

surplus $M 

30.0 

20.0 

10.0 

0.0 

A2010/11 F2011/12 B2012/13 SRP2013/14 SRP2014/15 SRP2015/16 

The expected operating result for the 2012/13 year is a surplus of $50.64 million which is an 

increase of $6.85 million over the forecast result for 2011/12. The improved operating result 

is mainly due to recurrent grants which are forecast to increase by $4.01m to $31.85m and 

external funding for capital works which is forecast to increase by $3.86 million to $10.44 

million. The underlying result, which excludes items such as capital grants and contributions 

and developer contributed assets is a surplus of $12.95 million - refer to section 7 of this 

summary for further information. This is an increase of $1.77 million over 2011/12. (The 

forecast operating result for the 2011/12 year is a surplus of $43.79 million). 

3. Services 

95 

90 

85 

83.04 

92.15 

Net cost $M 

80 

75 

70 

65 

60 

55 

71.16 

75.82 

50 

A 2009/10 A 2010/11 F 2011/12 B 2012/13 

Year 

The net cost of services delivered to the community for the 2012/13 year is expected to be 

$92.15 million which is an increase of $9.11 million over the 2011/12 forecast. 

A key factor influencing the development of the 2012/13 budget has been information 

compiled through consultation with key stakeholders including: community satisfaction 

surveys; a telephone survey; ward meetings and issues arising from resident and other 

stakeholder requests and feedback. The information tells us that, while there is a relatively 

high level of satisfaction with most services provided by Council, there are some areas 

requiring additional attention. 

For the 2012/13 year, service levels have been maintained and a number of new activities 

and initiatives proposed. (The forecast net cost for the 2011/12 year is $83.04 million). 

5

4. Cash and investments 

60.0 

50.0 

59.45 

cash on hand $M 

40.0 

30.0 

20.0 

38.66 

27.39 

22.61 21.47 

23.94 

10.0 

0.0 

A2010/11 F2011/12 B2012/13 SRP2013/14 SRP2014/15 SRP2015/16 

Cash and investments are expected to decrease by $11.27 million during the year to $27.39 

million as at 30 June 2013. This is mainly due to the carried forward component of the 

2011/12 capital works program and an extensive program for 2012/13. The reduction in cash 

and investments is in line with Council's Strategic Resource Plan. (Cash and investments 

are forecast to be $38.66 million as at 30 June 2012). 

5. Capital works 

80.0 

70.0 

72.76 

capital works $M 

60.0 

50.0 

40.0 

30.0 

40.17 

55.35 

51.88 52.38 

61.60 

20.0 

10.0 

0.0 

A2010/11 F2011/12 B2012/13 SRP2013/14 SRP2014/15 SRP2015/16 

The capital works program for the 2012/13 year is expected to be $72.76 million of which 

$17.35 million relates to projects which will be carried forward from the 2011/12 year. The 

carried forward component is fully funded from the 2011/12 budget. Of the $72.76 million in 

capital funding required, $35.28 million will come from Council operations, $10.44 million 

from external capital grants, $0.69 million from the sale of plant, $9 million from a new loan 

and the balance (including the carried forward component) of $17.35 million from 

unrestricted cash and investments. 

6

The 2012/13 budget has been prepared with the future social, environmental and economic 

sustainability of the City in mind. Council acknowledges the need to fund new community 

and organisational initiatives to meet the expectations of its rapidly growing population. The 

program has been set and prioritised based on a rigorous process of consultation that has 

enabled Council to assess needs and develop sound business cases for each project. 

This year’s program includes a number of major projects including the development of a 

regional soccer facility at the John Ilhan Memorial Reserve (BVP), design and construction 

of a synthetic athletics track with soccer infield at the Craigieburn Town Centre, development 

of a regional tennis facility in Craigieburn including 18 courts, a pavilion and car parking, a 

cricket and soccer facility at Greenvale Lakes including two ovals, three soccer pitches and 

two pavilions, construction of the Broadmeadows Community Hub, extensions to four early 

childhood centres, continued work on the Sunbury Town Centre redevelopment and the 

conversion of street lighting to T5 environmental lighting. (Capital works is projected to be 

$55.35 million for the 2011/12 year). 

6. Financial position 

40 

working capital $M 

30 

20 

10 

0 

35.56 

23.08 

8.82 

7.64 

6.45 6.90 

A2011 F2012 B2013 SRP2014 SRP2015 SRP2016 

The financial position is expected to improve with ratepayer’s equity (net worth) to increase 

by $50.64 million to $1,725.7 million and net current assets (working capital) will decrease by 

$14.26 million to $8.82 million as at 30 June 2013. This is mainly due to the use of cash 

reserves to fund the capital works program. (Total equity is forecast to be $1,675.1 million as 

at 30 June 2012). The reduction in cash and investments is in line with Council's Strategic 

Resource Plan. 

7. Financial sustainability 

15 

underlying surplus / -deficit $M 

10 

5 

0 

12.95 

11.18 

11.53 11.27 11.54 

F2011/12 B2012/13 SRP2013/14 SRP2014/15 SRP2015/16 

A high level Strategic Resource Plan for the years 2012/13 to 2015/16 has been developed 

to assist Council in adopting a budget within a longer term prudent financial framework. The 

key objective of the Plan is financial sustainability in the medium to long-term, while still 

achieving the Council’s strategic objectives as specified in the Council Plan. 

7

The Plan projects that Council's operating result will be in excess of $40 million per annum 

over this period and the underlying result is a steady surplus over the four year period. 

The increase in the underlying surplus in 2012/13 is largely due to an effort to keep 

increases in expenditure in line with CPI increases, growth in rates and user fees and 

charges. 

8. Strategic objectives 

Expenditure $M 

45 

40 

35 

30 

25 

20 

15 

10 

5 

0 

38.8 


40.4 

3.2 

Economy 

3.7 

2.6 

Transport 

2011/12 Forecast 

2012/13 Budget 

2.8 

6.1 7.1 

Learning 

3.5 

Social Inclusion 

3.6 

28.4 

Health, Safety & Wellbeing 

30.0 

11.1 10.9 

Arts, Leisure & Recreation 

26.8 

Appearance of the City 

29.6 

2.5 

Asset Management 

Strategic Objectives 

3.2 

10.1 11.2 

Natural Environment 

The Annual Budget includes a range of activities and initiatives to be funded that will 

contribute to achieving the strategic objectives specified in the Council Plan. The above 

graph shows the level of funding allocated in the Budget to achieve the strategic objectives 

as set out in the Council Plan for the 2012/13 year. 

This budget has been developed through a rigorous process of consultation and review and 

management endorses it as financially responsible. More detailed budget information is 

available throughout this document. 

Domenic Isola 


8

Budget Processes 

This section lists the budget processes to be undertaken in order to adopt the Budget in 

accordance with the Local Government Act 1989 (the Act) and Local Government (Finance 

and Reporting) Regulations 2004 (the Regulations). 

Under the Act, Council is required to prepare and adopt an annual budget for each financial 

year. The budget is required to include certain information about the rates and charges that 

Council intends to levy as well as a range of other information required by the Regulations 

which support the Act. 

The 2012/13 budget, which is included in this report, is for the year 1 July 2012 to 30 June 

2013 and is prepared in accordance with the Act and Regulations. The budget includes 

standard statements being a budgeted Income Statement, Balance Sheet, Cash Flows and 

Capital Works. These statements have been prepared for the year ended 30 June 2013 in 

accordance with Accounting Standards and other mandatory professional reporting 

requirements and in accordance with the Act and Regulations. It also includes detailed 

information about the rates and charges to be levied, the capital works program to be 

undertaken and other financial information, which Council requires in order to make an 

informed decision about the adoption of the budget. 

In advance of preparing the budget, Officers firstly review and update Council's long term 

financial projections. The preparation of the budget, within this longer term context, begins 

with Officers preparing the operating and capital components of the annual budget during 

February and March. A draft consolidated budget is then prepared and various iterations are 

considered by Council at informal briefings during April and May. A ‘proposed’ budget is 

prepared in accordance with the Act and submitted to Council in May for approval ‘in 

principle’. Council is then required to give ‘public notice’ that it intends to ‘adopt’ the budget. 

It must give 28 days notice of its intention to adopt the proposed budget and make the 

budget available for inspection at its offices and on its web site. A person has a right to 

make a submission on any proposal contained in the Budget and any submission must be 

considered before adoption of the budget by Council. 

To assist persons to understand the budget and make a submission if they wish, Council 

officers undertake a community engagement process including public information sessions, 

focus groups and other techniques. The final step is for Council to adopt the budget after 

receiving and considering any submissions from interested parties. The budget is required 

to be adopted and a copy submitted to the Minister by 31 August each year. The key dates 

for the Budget process are summarised below: 

Budget process 

Timing 

1. Officers update Council’s long term financial projections Dec/Jan 

2. Officers prepare operating and capital budgets Feb/Mar 

3. Council considers draft budgets at informal briefings Apr/May 

4. Proposed budget submitted to Council for approval May 

5. Public notice advising intention to adopt budget May 

6. Budget available for public inspection and comment May 

7. Community engagement process undertaken May/Jun 

8. Submissions period closes (28 days) Jun 

9. Submissions considered by a Council Committee Jun 

10. Budget and submissions presented to Council for adoption Jun 

11. Copy of adopted budget submitted to the Minister for Local 

Government 

Jun 

12. Revised budget where a material change has arisen (if required) Sep-Jan 

9

1. Linkage to the Council Plan 

This section describes how the Annual Budget links to the achievement of the Council Plan 

within an overall planning framework. This framework guides the Council in identifying 

community needs and aspirations over the long-term (Hume City Plan 2030), medium-term 

(Council Plan) and short-term (Annual Budget) and then holding itself accountable (Audited 

Statements). 

1.1 Strategic planning framework 

The Strategic Resource Plan, included in the Council Plan summarises the financial and 

non-financial impacts of the objectives and strategies and determines the sustainability of 

these objectives and strategies. The Annual Budget is then framed within the Strategic 

Resource Plan, taking into account the activities and initiatives included in the Annual 

Budget which contribute to achieving the strategic objectives specified in the Council Plan. 

The diagram below depicts the strategic planning framework of Council. 

10

1.2 Our purpose 

VISION 

Hume City Council will be recognised as a leader in achieving social, environmental and 

economic outcomes with a common goal of connecting our proud community and 

celebrating the diversity of Hume. 

MISSION 

To enhance the social, economic and environmental prosperity of our community through 

vision, leadership, excellence and inclusion. 

PRINCIPLES 

The Council Plan is predicated on the following principles: 

• Social Justice; 

• Partnerships; 

• Financial accountability and transparency; 

• Economic prosperity; and 

• Environmental sustainability. 

WE VALUE 

Our Citizens 

We will promote democratic representation and genuinely engage our citizens to promote a 

sense of belonging within a healthy, safe, strong and diverse community. 

We will lead the way to identify community needs and best practice service delivery models 

and advocate for an integrated approach to service provision. 

Our services and facilities will be high quality and we will pursue efficiency and continuous 

improvement through customer focus and innovation. 

Our Staff 

We will demonstrate this by encouraging, supporting and developing our employees to 

achieve service excellence and a sense of unity, pride and fulfilment. 

Partnerships with the Federal and State Governments 

We will work together to achieve the equitable provision of services and infrastructure to 

meet current and future community needs. 

Our Community Organisations 

We will work in partnership with them to build community wellbeing, resilience and capacity. 

11

1.3 Strategic objectives 

The Council delivers activities and initiatives under 37 major service categories. Each 

contributes to the achievement of one of the ten Strategic Objectives as set out in the 

Council Plan for the years 2009-13 (2012 Action Update) incorporating the Strategic 

Resource Plan 2013-16. The following table lists the Councils four themes and the ten 

Strategic Objectives as described in the Council Plan. 

Theme 

1. Council 

Leadership 

Description 

Hume demonstrates strong leadership through fostering 

accountability, developing partnerships in the community with 

residents and business and maintaining active relationships with all 

levels of Government to achieve improved outcomes for the Hume 

community. 

1. Strategic Objective - Accountable Leadership 

2. Prosperity of the 


Hume will be a strong, diversified thriving business centre of 

northern Melbourne. This can be achieved by the provision of 

effective infrastructure networks, attracting significant and emerging 

industries, promoting business investment, whilst supporting 

existing industries and enabling residents to take up a range of 

employment opportunities. 

2. Strategic Objective - Economy 

3. Strategic Objective - Transport 

4. Strategic Objective - Learning 

3. Community 

Wellbeing 

Hume will be characterised as a strong and cohesive community 

where residents have equitable access to services and are 

supported to take up opportunities to actively participate in 

community life and realise their full potential. 

5. Strategic Objective - Social Inclusion 

6. Strategic Objective - Health, Safety and Wellbeing 

7. Strategic Objective - Arts, Leisure and Recreation 

4. Appearance of the 

City & 

Environment 

Hume endeavours to enhance community pride by resourcing 

services to deliver a clean appearance of the City with 

appropriately maintained infrastructure and a well preserved and 

protected natural environment. 

8. Strategic Objective - Appearance of the City 

9. Strategic Objective - Asset Management 

10. Strategic Objective - Natural Environment 

12

2. Activities, initiatives and key strategic activities 

This section provides a description of the activities and initiatives to be funded in the Budget 

for the 2012/13 year and how these will contribute to achieving the strategic objectives 

specified in the Council Plan as set out in Section 1. It also includes a number of key 

strategic activities and performance targets and measures in relation to these. The 

relationship between these components of the Budget and the Council Plan is shown below. 

Medium term planning 

(4 Years) 



Plan 

Plan 

(including SRP) 

Short term planning 

(12 Months) 

Budget 

Strategic Objective 

Activities 

Initiatives 



Activities 

Activities 

Initiatives 

Initiatives 

Key 

Strategic 

Activities 


Activities 

Initiatives 

Performance 

Measures/ 

Targets 

Performance 

Statement 

2.1 Strategic Objective 1: Accountable Leadership 

To operate with integrity and openness in providing the highest level of representation and 

advocacy for the community. The activities and initiatives for each service category and key 

strategic activities are described below. 

Activity 

Councillors and 

Chief Executive 

City Governance & 

Information 

Directorate 


Description 

This area includes the Mayor, Councillors, Chief 

Executive Officer and associated support which 

cannot be attributed to the direct service provision 

areas. 

This area includes the City Governance and 

Information director, GIS and associated support 

which cannot be attributed to the direct service 

provision areas. 

This service provides a customer interface for an 

increasing number of service units and a wide range 

of transactions. The service is delivered through 

three customer service centres with call centre 

functionality. 

Expenditure 

(Revenue) 

Net Cost 

$'000 

1,196 

_ (0) 

1,196 

719 

(0) 

719 

2,601 

(8) 

2,593 

13

Activity 

Finance & Property 

Development 


Information Services 

Human Resources 

Organisation 

Planning & 

Improvement 

Research 

Marketing & 


Description 

This service predominantly provides financial based 

services to both internal and external customers 

including the management of Council’s finances, 

payment of salaries and wages to Council 

employees, procurement and contracting of services, 

raising and collection of rates and charges. This 

service is also responsible for the maintenance of 

land and property leases and licences, managing 

Council’s property portfolio and the valuation of 

properties throughout the municipality. 

This service provides statutory and corporate 

support services to Council, including coordination of 

business papers for meetings of the Council and its 

committees, maintenance of statutory registers and 

the conduct of the Council election. It is also 

responsible for the provision of document and 

information management support services to 

Council, including compliance with statutory 

obligations under freedom of information, public 

records and information privacy legislation. 

This service provides, supports and maintains 

reliable and cost effective communications and 

computing systems, facilities and infrastructure to 

Council staff enabling them to deliver services in a 

smart, productive and efficient way. 

This service develops and implements strategies, 

policies and procedures through the provision of 

human resource and industrial relations services. 

The service also assists managers to determine and 

progress toward future structures, capability and 

cultures in their service units. 

Organisation Planning and Improvement coordinates 

the Council Plan process and manages Council’s 

internet and intranet sites. 

The Research Department undertakes a broad 

range of social research activities, including over 30 

community consultations, program evaluations and 

research projects per year, and continually monitors 

and undertakes socio-demographic analysis of 

Hume’s 167,000 residents for service planning and 

strategy development. 

This service is responsible for the management and 

provision of advice on external communication, in 

consultation with relevant stakeholders, on behalf of 


Expenditure 

(Revenue) 

Net Cost 

$'000 

4,218 

(3,339) 

879 

4,637 

(256) 

4,381 

3,209 

(0) 

3,209 

2,355 

(440) 

1,915 

412 

(0) 

412 

467 

(0) 

467 

1,949 

(67) 

1,882 

14

Activity 

Services 

Building 

Statutory Planning 

Description 

This service is divided into two main operational 

units. Property Services which prepares long term 

maintenance management programs for Council’s 

property assets in an integrated and prioritised 

manner in order to optimise their strategic value and 

service potential. These include municipal buildings, 

pavilions and other community buildings. Fleet 

Services purchases and maintains Council vehicles 

and plant and equipment to meet functionality and 

safety needs, to maximise performance and 

minimise operational costs of the fleet. 

This service provides statutory building services to 

the Council community including processing of 

building permits, emergency management 

responsibilities, fire safety inspections, audits of 

swimming pool barriers and investigations of 

complaints and illegal works. 

This service processes all planning applications, 

provides advice and makes decisions about 

development proposals which require a planning 

permit, as well as representing Council at the 

Victorian Civil and Administrative Tribunal where 

necessary. 

Expenditure 

(Revenue) 

Net Cost 

$'000 

14,200 

(531) 

13,669 

2,006 

(2,405) 

(399) 

2,398 

(1,038) 

1,360 

Key strategic activities 

Strategic Activity Performance Measure Performance Target 

Undertake Community consultation 

for the development of the 2013- 

2017 Council Plan and review of 

the Hume City Plan 2030. 

Number of consultation sessions 

Number of total participants 

4 

200 

15

2.2 Strategic Objective 2: Economy 

Provide a proactive and supportive environment to sustain and expand existing businesses 

in Hume, attract a diversified range of new business investment and create opportunities for 

residents in Hume to take up employment in these businesses. The activities and initiatives 

for each service category and key strategic activities are described below. 

Activities 

Activity 


Directorate 

Economic 

Development 

Strategic Planning 

Description 

This area includes the City Sustainability Director 

and associated support which cannot be attributed to 

the direct service provision areas. 

This service assists the organisation to facilitate an 

environment that is conducive to a sustainable and 

growing local business sector and provides 

opportunities for local residents to improve their skill 

levels and access employment. 

This service manages Council’s Planning Scheme 

as well as the preparation of major policy documents 

shaping the future of the City. Key works also 

include the preparation and processing of 

amendments to the Council Planning Scheme and 

carrying out research on demographic, urban 

development, economic and social issues affecting 


Expenditure 

(Revenue) 

Net Cost 

$'000 

377 

(0) 

377 

1,603 

(196) 

1,407 

1,676 

(1,307) 

369 



Implement the Hume Economic 

Development Strategy 2030 

including the development of an 

investment attraction framework. 

The value of retail, commercial 

and industrial development. 

2% Annual Increase 

(Base Year 2010/2011 

financial year: $177.8M) 

Source: Building Control 

Commission, Building 

Activity Profile. 

16

2.3 Strategic Objective 3: Transport 

Plan, advocate for and provide safe alternative transport networks and options that service 

existing businesses, business investment and community connectedness. The activities and 

initiatives for each service category and key strategic activities are described below. 

Activities 

Activity 

Central Activities 

District & Urban 

Design 

Description 

Central Activities District and Urban Design supports 

the regeneration and development of integrated and 

sustainable urban areas which contribute to quality 

of life, a sense of place and community pride. 

Traffic & Civil Design This service provides strategic planning, policy 

development and day to day management of traffic 

and transport related issues in Council. The unit also 

implements Local Area Traffic Management 

schemes and assist with implementation of the Road 

Safety Strategy. 

Expenditure 

(Revenue) 

Net Cost 

$'000 

782 

(0) 

782 

1,996 

(12) 

1,984 

Initiatives 

1. Sustainable Transport Officer - this position will be responsible for the delivery of the 

travel demand management and behaviour change programs as adopted in the Hume 

Integrated Land Use and Transport Strategy. 



Implement the Hume Integrated 

Land Use and Transport Strategy. 

Incorporation of the Healthy by 

Design requirements into the 

Hume Planning Scheme. 

Exhibition of amendment. 

2.4 Strategic Objective 4: Learning 

Enhance life experience, employment opportunities and contributions to the community by 

inspiring and facilitating participation of Hume residents in life long learning regardless of 

age, ability or ethnicity, resulting in reduced disadvantage and improved quality of life. The 

activities and initiatives for each service category and key strategic activities are described 

below. 

17

Activities 

Activity 

Public Relations and 

Learning Directorate 

Learning 

Communities 

Description 

This area includes the Public Relations and Learning 

Director and associated support which cannot be 

attributed to the direct service provision areas. 

This service provides public library services at six 

locations and provides a customer focused service 

that caters for the cultural, educational and 

recreational needs of residents and provides a focal 

point for the community where they can meet, relax 

and enjoy the facilities and services offered. 

Expenditure 

(Revenue) 

Net Cost 

$'000 

374 

(0) 

374 

6,765 

(1,564) 

5,201 



Establish a multiversity in Hume 

City to improve the range of postsecondary 

education opportunities 

for local residents. 

Secure a higher education 

provider with training being 

delivered through a Hume Global 

Learning Centre (HGLC). 

One provider commences 

higher education training at 

a HGLC. 

2.5 Strategic Objective 5: Social Inclusion 

To undertake initiatives which increase social, civil and economic participation by individuals 

and groups in Hume community life to support individual fulfilment whilst strengthening a 

culturally rich, cohesive and respectful community. The activities and initiatives for each 

service category and key strategic activities are described below. 

Activities 

Activity 

Social Development 

Description 

This service has the responsibility to frame and 

respond to the challenges of social inclusion that 

present to Council. It is the responsibility of this 

service to ensure that issues that arise and 

situations and trends that develop of a social policy 

nature are responded to appropriately by Council. 

Expenditure 

(Revenue) 

Net Cost 

$'000 

3,600 

(1,021) 

2,579 



Development of the 

Broadmeadows Community Hub. 

Support the Hub tenants with the 

activation of the new facility. 

Two support activities 

undertaken. 

18

2.6 Strategic Objective 6: Health, Safety and Wellbeing 

To plan, provide and/or advocate for services that enable Hume residents of all ages to 

pursue a healthy and safe lifestyle and that contribute to overall wellbeing. The activities 

and initiatives for each service category and key strategic activities are described below. 

Activities 

Activity 


Directorate 

Family & Children 

Services 

Aged Care & Health 

Services 

School Crossings 

Initiatives 

Description 

This area includes the City Communities Director 



This service provides family oriented support 

services including pre-schools, maternal and child 

health, counselling and support, family day care, 

holiday programs and health and safety. 

This service provides a range of services for the 

aged and disabled including home delivered meals, 

personal care, transport, dementia care, home 

maintenance, housing support and senior citizen 

clubs. 

This service provides staff at school crossings 

throughout the municipality to ensure that all 

pedestrians, but mainly school aged children, are 

able to cross the road safely. 

Expenditure 

(Revenue) 

Net Cost 

$'000 

375 

(0) 

375 

16,075 

(13,109) 

2,967 

12,743 

(8,636) 

4,107 

807 

(218) 

589 

2. Aboriginal Parent Engagement Worker – this position will help facilitate the 

number of local Aboriginal and Torres Strait Islander families and children who 

access early years services through direct support to enable these families to 

use the service. 

3. Hume Run for the White Ribbon 2012 - the ‘Hume Run for the Ribbon’ is a 

community recreational event featuring a 3.5 kilometre walk/run and 10 kilometre 

run that promotes the White Ribbon campaign and the Broadmeadows Central 

Activities Area. 

4. Smarty Grants - Best Practice Grant Management System – this will provide 

Council with an online grants management system that will enable greater 

accountability and data management. 



Develop and implement a new 

Municipal Public Health Plan 

(MPHP). 



4 

200 

19

2.7 Strategic Objective 7: Arts, Leisure and Recreation 

To facilitate opportunities for Hume residents of all ages and abilities to lead an active life 

through participation in arts, leisure and recreation activities by facilitating and/or providing, 

programs and support. The activities and initiatives for each service category and key 

strategic activities are described below. 

Activities 

Activity 

Leisure & Youth 

Services 

Description 

This service is responsible for the management and 

use of leisure centres, sporting grounds and 

pavilions and community centres with meeting, 

function and activity space. The service provides 

advice to Council on local leisure needs and assists 

community groups with funding applications, event 

management and promotion and issues relating to 

license agreements with Council. 

Expenditure 

(Revenue) 

Net Cost 

$'000 

10,912 

(6,082) 

4,830 



Completion of two major 

recreation facility projects. 

Cost of two projects – capital works 

budget 2012/13: 

• 2 court extension to Boardman 

Stadium – Sunbury 

• Stage 1 - Broadmeadows 

Leisure Centre redevelopment 

and 50 metre pool and new 

entry to Main St. 

100% complete for 2012/13 

Cost $5.5M 


Cost $11.85M 

2.8 Strategic Objective 8: Appearance of the City 

To undertake programs to enhance a sense of community pride and the cleanliness, 

maintenance and appearance of public and private land. The activities and initiatives for 

each service category and key strategic activities are described below. 

Activity 

Waste & 

Environmental 

Services 

Technical Services 

Description 

This service provides kerbside rubbish collections of 

garbage, hard waste and green waste from all 

households and some commercial properties in 

Hume. It also provides street cleaning, drainage pit 

cleaning and street litter bins throughout Hume. 

This service conducts ongoing maintenance of 

Council’s roads, drains and footpaths. 

Expenditure 

(Revenue) 

Net Cost 

$'000 

10,335 

_ (54) 

10,281 

2,682 

(322) 

2,360 

20

Activity 

Local Law Services 

Parks & Open 

Space 

Description 

This service maintains and improves the health and 

safety of people and animals. It also provides 

education, regulation and enforcement of general 

Local Laws and relevant State legislation. This 

service facilitates the smooth flow of traffic and 

parking throughout the municipality through the 

provision of safe, orderly and equitable parking 

enforcement and education. 

This service is divided into three main operational 

units. Bushland provides the management of 

conservation and parkland areas, creeks and other 

areas of environmental significance. Parks 

Management provides management and 

implementation of open space strategies and 

maintenance programs. Infrastructure Maintenance 

provides management of all parks and gardens and 

infrastructure maintenance. 

Expenditure 

(Revenue) 

Net Cost 

$'000 

2,526 

(2,988) 

(462) 

14,100 

_ (80) 

14,020 

Initiatives 

5. Parks Subdivision Maintenance – to maintain new parks and sub-divisions 

acquired in previous years. 

6. Play Space Maintenance Officer – this position will assist in providing the 

necessary auditing, maintenance and repair of the increasing number of play 

spaces across the City. 

7. Green Waste Collection Officer and Truck – this initiative caters for the significant 

growth being experienced in the green waste collection service. 



Implement the Waste 

Management Strategy 

• Review service provided to 

commercial properties. 

• Develop and implement a 

marketing and 

communications plan to 

inform and educate the 

community. 

• Review conditions for 

providing additional waste 

services to residential 

properties. 

• Review the establishment 

and annual fees associated 

with the green organics 

service. 

• Increase community 

satisfaction rating. 

• Increase the average 

resources recovered from 

waste diversion rate. 

• Increase the number of 

households using the green 

waste service. 

• by 1.5% (very satisfied or 

satisfied) from 86.5% in 

2011/12. (Source: HCC 

community Satisfaction 

Survey). 

• from 36% (2010/11) to 38% 

by 2012/13. 

• from 17,535 (June 2012) to 

19,635 by June 2013. 

21

2.9 Strategic Objective 9: Asset Management 

To provide a network of sustainable infrastructure that services the community to prescribed 

levels. The activities and initiatives for each service category and key strategic activities are 

described below. 

Activity 


Directorate 

Subdivisions 

Engineering & 

Support Services 

Projects & Contracts 

Initiatives 

Description 

This area includes the City Infrastructure Director 



This service approves and supervises private 

development activities such as subdivisions and 

infrastructure associated with unit developments. 

This service prepares and conducts capital works 

planning for Council’s main civil infrastructure assets 

in an integrated and prioritised manner in order to 

optimise their strategic value and service potential. 

These include roads, laneways, car parks, foot and 

bike paths, drains and bridges. 

This service undertakes design, tendering, contract 

management and supervision of various works within 

Council’s capital works program. 

Expenditure 

(Revenue) 

Net Cost 

$'000 

531 

(30) 

501 

1,177 

(1,654) 

(477) 

225 

(0) 

225 

1,304 

(0) 

1,304 

8. Subdivision Officers – these positions will focus on checking Water Sensitive 

Urban Design infrastructure, assist with the increase in planning permit referrals, 

landscape plan assessments, bonding and on certifications and statements of 

compliance. 

9. Projects Engineer – this position will assist with the delivery of the capital works 

program. 

10. Hume Corridor - Hume Integrated Growth Areas Plan (HIGAP) – this will provide 

Council with a comprehensive planning document and framework to enable it to 

respond effectively to the significant growth occurring and anticipated in the 

Hume Corridor. 



Capital Works Program. 

Completion of the capital works 

program for 2012/13 on time and 

within budget. 

90% of projects completed. 

Nil variance to budget for 

completed projects. 

22

2.10 Strategic Objective 10: Natural Environment 

To ensure the protection and enhancement of Hume’s biodiversity, natural values and 

ecological systems, and to reduce the environmental impact of the Hume community. This 

will be undertaken through the adoption of sustainable management practices, systems and 

infrastructure. The activities and initiatives for each service category and key strategic 

activities are described below. 

Activity 

Sustainable 

Environment 

Natural Landscape 

Maintenance 

Landfill 

Description 

This service develops environmental policies, 

coordinates and implements environmental projects 

and works with other services to improve Council’s 

environmental performance. Reducing greenhouse 

gas emissions within Council operations and the 

community are a key priority. 

This service provides the management of 

conservation and parkland areas, creeks and other 

areas of environmental significance. 

This service provides a site for the disposal of waste 

materials. Council operates a landfill facility at 

Sunbury and a Resource Recovery Centre at 

Campbellfield. 

Expenditure 

(Revenue) 

Net Cost 

$'000 

1,840 

(111) 

1,729 

1,204 

(0) 

1,204 

8,112 

(4,867) 

3,245 



Develop a Climate Change 

Adaption Strategy. 

Commenced by Council. 30 June 2013 

2.11 Performance statement 

The Key Strategic Activities (KSA’s) detailed in the preceding pages, are summarised again 

in Appendix D. The KSA's, their performance measures, targets and results are audited at 

the end of the year and are included in the Performance Statement as required by section 

132 of the Act. The Annual Report for 2011/12 will include the audited Performance 

Statement which is presented to the Minister for Local Government and the local community. 

23

2.12 Reconciliation with budgeted operating result 

Net Cost 

Strategic Objectives (Revenue) Revenue Expenditure 

$’000 $’000 $’000 

Accountable Leadership 32,283 8,084 40,367 

Economy 2,153 1,503 3,656 

Transport 2,766 12 2,778 

Learning 5,575 1,564 7,139 

Social Inclusion 2,579 1,021 3,600 

Health, Safety and Wellbeing 8,037 21,963 30,000 

Arts, Leisure and Recreation 4,830 6,082 10,912 

Appearance of the City 26,199 3,444 29,643 

Asset Management 1,553 1,684 3,237 

Natural Environment 6,178 4,978 11,156 

Total activities and initiatives 92,153 50,335 142,488 

Other non-attributable (15,139) 

Deficit before funding sources 77,014 

Rates and charges (117,211) 

Capital grants (10,439) 

Total funding sources (127,650) 

Surplus for the year (50,636) 

24

3. Budget influences 

This section sets out the key budget influences arising from the internal and external 

environment within which the Council operates. 

3.1 Snapshot of Hume City Council 

Hume is located on the urban-rural fringe, 20 kilometres north-west of the centre of 

Melbourne. Hume was created in 1994 when the Shire of Bulla amalgamated with the 

majority of the City of Broadmeadows. Hume covers an area of 504 square kilometres and 

land uses within the municipality are extremely diverse; land uses include established 

residential areas, industry, vast rural areas, and areas committed for future urban growth. 

Population 

In June 2010, the preliminary estimated resident population of Hume was 171,996 people. In 

the 6 years from 2004 to 2010, the population grew by just over 25,000 people, an average 

annual growth rate of 2.7%. (Source: Australian Bureau of Statistics, Regional Population 

Growth, 2011). By 2017, Hume’s population is expected to exceed 198,000 people, with 

66,327 households. (Source id Consulting, Hume Population Forecasts). 

Age Structure 

Hume has a relatively young age profile with 31.2% of persons aged less than 20 years, 

compared to 24.7% for the Melbourne Statistical Division (MSD). Similarly the proportion of 

persons aged 65 years or more is only 8.5% for Hume, compared to 12.6% for the MSD 

(Source: Australian Bureau of Statistics, 2009 Estimated Resident Population by Age, 

Victoria). 

Births 

On average, 2,527 babies have been born each year since 2005/06. In the 2010/11 financial 

year 2,489 babies were born in the municipality (Source: Department of Education and Early 

Childhood Development: Annual Data Report for Maternal and Child Health 2009/10). 

Cultural Diversity 

Almost two thirds (63.9%) of Hume’s population were born in Australia and 29.2% were born 

overseas. Slightly less than a quarter of residents (25.0%) were born overseas in a non- 

English speaking country. The most common overseas countries of birth of Hume residents 

are Turkey, Iraq, United Kingdom and Italy. Between 2001 and 2006 the proportion of 

residents born in Iraq has shown the greatest growth, increasing by 1.3%. 

Over one third (36.2%) of Hume residents speak a language other than English at home, 

compared to 25.8% for the MSD. The most common languages spoken at home, other than 

English for residents in Hume are Turkish, Arabic and Italian. The most common languages 

in the MSD are Italian, Greek, and Chinese languages. (Source: Australian Bureau of 

Statistics, 2006 Census of Population and Housing). 

Housing 

At September 2011, there was an estimated 57,089 residential properties in Hume (Source: 

Hume City Council rates database, March 2012). According to ABS 2006 Census of 

Population and Housing data, the majority of occupied private dwellings in Hume City are 

stand alone houses (87.4%). Semidetached, row, terrace, townhouses and the like account 

for 7.7% and flats, units or apartments account for 4.1% of private dwellings in Hume. Only 

5.3% of private dwellings in Hume are unoccupied, compared to 7.5% in the MSD. (Source: 

Australian Bureau of Statistics, 2006 Census of Population and Housing). 

The majority of families living in Hume are couples with children (55.7%) which is higher than 

the MSD (48.4%). One parent families are also more common in Hume (17.7%) than the 

MSD (15.4%). Hume has a lower proportion of families made up of couples without children 

(25.2%) than the MSD (34.1%). (Source: Australian Bureau of Statistics, 2006 Census of 

Population and Housing). 

25

Education and Occupation 

More than one third (38.9%) of people aged 20 years and over have completed year 12 or 

equivalent. This is lower than the MSD where the figure is 50.1%. There is a higher rate of 

females obtaining year twelve or equivalent (40.0%) than males (37.7%), mirroring the national 

trend. 

More than one third (38.2%) of persons in Hume aged 25 years and over with a qualification 

have a ‘Certificate’, compared to 26.0% for the MSD. The proportion of persons aged 25 years 

and over with a qualification in Hume that have a ‘Bachelor Degree’ is 16.5% compared to 

26.7% for the MSD. 

The most common industry of employment for persons aged 15 years and over in Hume is the 

manufacturing sector, in which 17.5% of employed persons work. This is higher than the MSD 

at 12.9%. The second most common industry of employment is retail trade in which 11.8% of 

Hume’s 15+ year old employed population works. This is followed by ‘transport, postal and 

warehousing’ (10.0%), ‘construction’ (8.2%) and ‘health care and social assistance’ (7.9%). 

The proportion of persons aged 15 years and over in Hume employed in ‘professional, scientific 

and technical services’ is 3.8%, which is lower than the MSD figure of 8.3%. (Source: Australian 

Bureau of Statistics, 2006 Census of Population and Housing). 

As of September 2011, Hume had an unemployment rate of 8.4%, higher than the metropolitan 

Melbourne figure of 4.9%. Within Hume, the statistical local area (SLA) of Broadmeadows was 

experiencing an unemployment figure of 12.8%, compared to 7.2% for the Craigieburn SLA and 

3.8% for the Sunbury SLA. (Source: Department of Education, Employment and Workplace 

Relations, Small Area Labour Markets Australia, September 2011 Quarter). 

Budget implications 

As a result of the City’s demographic profile there are a number of budget implications in the 

short and long term as follows: 

• Cultural and linguistic diversity means that Council needs to use a variety of media in 

languages other than English for mass communication with citizens and uses interpreting 

services for interpersonal communication with citizens. Council also draws on the 

abilities of its bilingual staff. 

• Over 17% of ratepayers are entitled to the pensioner rebate. As pensioners are often 

asset rich but income poor, the adoption of significant rate increases has a real impact 

on the disposable income of a significant proportion of our community. Council has 

hardship provisions in place but these can impact on cash balances when large volumes 

of ratepayers are involved. 

• The City is experiencing continued growth with an approximate increase of 3% in 

property numbers annually. The budget implications arise in Council having to cope with 

replacement and construction of infrastructure such as drains, footpaths and roads to 

cope with the growing population. These costs cannot be passed on to the developer 

and are paid for from rates. The rates received from new dwellings do not offset the 

significant infrastructure costs. 

3.2 External influences 

In preparing the 2012/13 budget, a number of external influences have been taken into 

consideration, because they are likely to impact significantly on the services delivered by 

Council in the budget period. These include: 

• Consumer Price Index (CPI) increases on goods and services of 3.1% per annum (ABS 

release 25 January 2012 State-wide CPI is forecast to be 2.5% for the 2012/13 year 

(Victorian Budget Papers 2011/12). 

• Continuing growth of the municipality at 2.5-3% per annum; 

• An allowance for a future defined benefits superannuation call; 

• Increase in Victorian Grants Commission funding; 

26

• The increasing cost of utility charges, especially electricity for street lighting; 

• Australian Average Weekly Earnings (AWE) growth for Public Sector full-time adult 

ordinary time earnings in the 12 months to August 2011 was 4.4% (ABS release 17 

November 2011). Wages growth in Victoria is projected to be 3.5% per annum over the 

next four years (Victorian Budget Papers 2011/12). Council must renegotiate a new 

Collective Agreement during the 2012/13 year; 

• The ‘Engineering Construction’ and ‘Non-Residential Building’ Indices prepared by 

Econtech are forecast at 1.7% and 2.5% respectively (MAV Local Government Cost 

Index Report, 2011); 

• Increases of $4.40 per tonne (or 10%) in the levy payable to the EPA upon disposal of 

waste into landfill resulting in additional waste tipping costs. This follows increases of 

$35 per tonne (almost 400%) over the last two years; 

• Introduction of a carbon price by the Federal Government commencing at a fixed price 

of $23 from 1 July 2012. This will have a significant impact on the costs of waste 

disposal, energy and general cost inputs; and 

• Prevailing economic conditions which may have an impact on investment interest rates. 

3.3 Internal influences 

As well as external influences, there are also a number of internal influences which are 

expected to have a significant impact on the preparation of the 2012/13 Budget. These 

matters have arisen from events occurring in the 2011/12 year resulting in variances 

between the forecast actual and budgeted results for that year and matters expected to arise 

in the 2012/13 year. These matters and their financial impact are set out below: 

• The continued program to preserve Council’s asset base, with $4.36 million being spent 

on the footpath program throughout the City and a further $5.94 million being spent on 

road asset preservation works; and 

• The continuing investment in libraries in Hume, including a $0.9 million investment in 

library collections for branches across the City. 

3.4 Budget principles 

In response to these influences, guidelines were prepared and distributed to all Council 

officers with budget responsibilities. The guidelines set out the key budget principles upon 

which the officers were to prepare their budgets. The principles included: 

• Existing fees and charges to be increased at least with CPI or market levels; 

• Grants to be based on confirmed funding levels where possible; 

• New revenue sources to be identified where possible; 

• Service levels to be maintained at 2011/12 levels with an aim to use less resources and 

an emphasis on innovation and efficiency; 

• Agency staff and consultants to be minimised; 

• Construction and material costs to increase in line with the Road Maintenance and 

Construction Index; 

• New initiatives or new employee proposals which are not cost neutral to be justified 

through a business case; 

• Real savings in expenditure and increases in revenue identified in 2011/12 to be 

preserved; 

• Operating revenues and expenses arising from completed 2011/12 capital projects to be 

included; and 

• No reliance on asset sales to fund works in 2012/13. However, Council will rigorously 

pursue capital funding to create opportunities to bring forward capital works or to reduce 

the net cost to rates. 

27

3.5 Long term strategy 

The budget includes consideration of a number of long term strategies to assist Council in 

preparing the Budget in a proper financial management context. These include a Strategic 

Resource Plan for the years 2012/13 to 2015/16 (section 8.), Rating Strategy (section 9.) 

and Other Long Term Strategies (section 10.) including borrowings, infrastructure and 

service delivery. 

4. Analysis of operating budget 

This section analyses the operating budget including expected income and expenses of the 

Council for the 2012/13 year. 

4.1 Budgeted income statement 

Forecast 

Actual Budget Variance 

Ref 2011/12 2012/13 

$’000 $’000 $’000 

Total income 4.2 203,216 221,941 18,725 

Total expenses 4.3 (159,429) (171,305) (11,876) 

Surplus (deficit) for the year 43,787 50,636 6,849 

Grants – non-recurrent 4.2.5 (6,581) (10,439) (3,858) 

Contributions - non-monetary assets 4.2.7 (25,503) (27,251) (1,748) 

Net gain on disposal of property, 

infrastructure, plant and equipment 4.2.10 (521) - 521 

Underlying surplus 11,182 12,946 1,764 

4.1.1 Underlying Surplus ($1.76 million increase) 

The underlying result is the net surplus or deficit for the year adjusted for capital grants, 

contributions of non-monetary assets and other once-off adjustments. It is a measure of 

financial sustainability as it is not impacted by non-recurring or once-off items of income and 

expenses which can often mask the operating result. The underlying result for the 2012/13 

year is a surplus of $12.95 million which is an increase of $1.76 million over the 2011/12 

year. 

4.2 Income 

Forecast 


Income Types Ref 2011/12 2012/13 

$’000 $’000 $’000 

Rates and charges 4.2.1 108,204 117,211 9,007 

Statutory fees and fines 4.2.2 7,732 8,212 480 

User fees 4.2.3 18,549 19,799 1,250 

Grants - recurrent 4.2.4 27,842 31,854 4,012 

Grants - non-recurrent 4.2.5 6,581 10,439 3,858 

Contributions - cash 4.2.6 4,996 3,883 (1,113) 

Contributions - non-monetary assets 4.2.7 25,503 27,251 1,748 

Property rental 4.2.8 885 1,058 173 

Interest income - investments and 

rates 4.2.9 2,403 2,234 (169) 

Net gain on disposal of property, 

infrastructure, plant and equipment 4.2.10 521 - (521) 

Total income 203,216 221,941 18,725 

28

9,500 

8,500 

Rates & 

charges 

7,500 

6,500 

5,500 

4,500 

3,500 

2,500 

User fees 

Grants - rec 

Grants - non-rec 

Cont - non-mon. 

1,500 

500 

Stat fees 

Prop rent 

Net gain 

on disposal 

-500 

-1,500 

Revenue 

Cont - cash 

Interest 

Source: Appendix A 

4.2.1 Rates and charges ($9.01 million increase) 

It is proposed that general rates be increased by 5.4% (including a 1.4% increase for the 

carbon tax impact and 0.3% for the additional levy payable to the EPA) in 2012/13 

increasing the total amount of rate income to $117.21 million. This includes rates in lieu of 

$9.97 million, an increase of $1.41 million from 2011/12. 

Appendix B includes a more detailed analysis of the rates and charges to be levied for 

2012/13 and Council’s ‘Rating Strategy’ has been included at section 9. 

4.2.2 Statutory fees and fines ($0.48 million increase) 

Statutory fees relate mainly to fees and fines levied in accordance with legislation and 

include animal registrations, Health Act registrations and parking fines. Changes in statutory 

fees are made in accordance with legislative requirements. 

Statutory fees and fines are forecast to increase by 6.2% or $0.48 million compared to 

2011/12. This is mainly due to the sale of valuation data to other rating authorities in the 

2012/13 year which occurs every two years and an increase in subdivision fees due to 

continued strong subdivisional activity in the municipality. 

A detailed listing of statutory fees is available as part of the budget in Appendix E. 

29

4.2.3 User fees ($1.25 million increase) 

User fees relate mainly to the recovery of service delivery costs through the charging of fees 

to users of Council’s services. These include use of leisure, entertainment and other 

community facilities, landfill operations and the provision of human services such as family 

day care and home help services. In setting the budget, the key principle for determining the 

level of user charges has been to ensure that increases generally do not exceed CPI 

increases or market levels. 

User charges are projected to increase by 6.7% or $1.25 million over 2011/12. The main 

reason for the increase is due increased patronage of Council facilities and landfill. 

In addition, Council plans to increase user charges for all areas with at least expected 

inflationary trends over the budget period to maintain parity of user charges with the costs of 

service delivery. 

A detailed listing of fees and charges is available as part of the budget in Appendix E. 

4.2.4 Grants – recurrent ($4.01 million increase) 

Operating grants include all monies received from State and Federal sources for the 

purposes of funding the delivery of Council’s services to ratepayers. Overall, the level of 

operating grants has increased by 14.4% or $4.01 million compared to 2011/12 and largely 

relates to the Victorian Grants Commission (VGC) and the Preventative Health Program. 

Significant movements in grant funding are summarised below: 

Forecast 


Grant Funding Types 2011/12 2012/13 

$’000 $’000 $’000 

Victorian Grants Commission (VGC) 9,311 12,510 3,199 

Preventative Health Program 324 1,308 984 

Increases in specific operating grant funding reflect expected increased demand for these 

services. The actual year on year increase in VGC funding is budgeted to be $0.95 million 

based on indicative allocation advice received from the VGC. The large variance compared 

to forecast is also due to the first instalment of the VGC funding for the 2011/12 year being 

brought forward and paid in 2010/11. 

4.2.5 Grants – non-recurrent ($3.86 million increase) 

Capital grants include all monies received from State, Federal and community sources for 

the purposes of funding the capital works program. Overall the level of capital grants has 

increased by 58.6% or $3.86 million compared to 2011/12 due mainly to specific funding for 

capital works projects. 

Section 6 - “Analysis of Capital Budget” includes a more detailed analysis of the Grants nonrecurrent 

expected to be received during the 2012/13 year. 

30

4.2.6 Contributions - cash ($1.11 million decrease) 

Contributions - cash are expected to decrease by 22.3% or $1.11 million and is mainly due 

to some developer contributions to be received in the form of works instead of cash. 

This includes all cash contributions received by Council from developer, State, Federal and 

community sources and contributions from other parties towards property development 

costs. 

Developer cash contributions primarily relate to monies paid by developers toward 

community infrastructure and open space as part of planning approvals for property due to 

the completion of some major projects within Hume. 

4.2.7 Contributions – non - monetary assets ($1.75 million increase) 

Contributions include roads, footpaths, drainage and land contributed by developers as part 

of the developer contribution scheme. 

Contributions are expected to increase by 6.9% or $1.75 million. This increase reflects the 

strong level of development and growth within the municipality. 

4.2.8 Property rental ($0.17 million increase) 

Property rental includes lease income on Council owned properties. 

Property rental is expected to increase by 19.5% or $0.17 million compared to 2011/12 and 

is due to the securing of additional tenants. 

4.2.9 Interest income – investments and rates ($0.17 million decrease) 

Interest income includes interest on investments and rate arrears. 

Interest income is expected to decrease by 7% or $0.17 million compared to 2011/12. This is 

mainly due to the reduction in Council’s available cash reserves during 2012/13 to fund 

major capital works projects and expected lower interest rates compared to 2011/12. 

4.2.10 Net gain on disposal of property, infrastructure, plant and equipment ($0.52 

million decrease) 

Proceeds from the sale of Council assets are forecast to be $2.19 million for 2011/12 and 

relate to the planned cyclical replacement of part of the plant and vehicle fleet and proceeds 

from the sale of Council land. The written down value of these assets is expected to be 

$1.67 million. 

Council has not budgeted for the sale of any land in 2012/13. 

4.3 Expenses 

Forecast 


Expense Types Ref 2011/12 2012/13 

$’000 $’000 $’000 

Employee benefits 4.3.1 76,576 83,901 7,325 

Materials and services 4.3.2 45,739 45,533 (206) 

Utility costs 4.3.3 4,782 5,195 413 

Grants, contributions and donations 4.3.4 3,934 4,686 752 

Depreciation and amortisation 4.3.5 23,864 26,776 2,912 

Finance costs 4.3.6 1,337 1,610 273 

Other expenses 4.3.7 3,197 3,604 407 

Total expenses 159,429 171,305 11,876 

31

$'000 

8,000 

Emp. 

costs 

7,000 

6,000 

5,000 

4,000 

3,000 

Dep'n 

2,000 

1,000 

Mat & 

serv 

Utilities 

Grants, cont 

Other 

0 

Fin costs 

-1,000 

Expenditure 


4.3.1 Employee benefits ($7.33 million increase) 

Employee benefits include all labour related expenditure such as wages and salaries and 

on-costs such as allowances, leave entitlements, employer superannuation, etc. 

Employee benefits are forecast to increase by $7.33 million compared to the 2011/12 

forecast. This increase relates to five key factors: 

• The implementation of the terms of the EBA which will result in an increase on 1 July 

2012 of 3.5% or $38.50 per week (whichever is the greater amount); 

• Anticipated non-EBA wages growth of 1.6% due mainly to keep pace with the growing 

demands in service delivery, maintenance of open space and roads and infrastructure 

needs. Additional funding will be available to cover some of these costs; 

• A provision for an expected future defined benefits superannuation call payable to 

Vision Super; 

• The inclusion of new positions approved during the new initiative process; and 

• The fulfilment of current unfilled advertised positions. 

4.3.2 Materials and services ($0.21 million decrease) 

Materials and services includes the purchase of consumables, payments to contractors for 

the provision of services and utility costs. Materials and services are forecast to decrease by 

$0.21 million compared to 2011/12. 

Agency staff expenses are expected to decrease by 74% or $1.29 million and consultants 

and other professional services are expected to decrease by 19% or $0.37 million as it is 

expected that there will be a full compliment of staff next year. In addition, legal services are 

expected to decrease by 29% or $0.28 million and supples and consumables are expected 

to decrease by 7% or $0.29 million due to operational efficiencies and savings. 

Offsetting this is an expected increase in the amount payable to dispose of the City’s waste. 

The increase of $1.77 million is largely due to the passing on to Council the impact of the 

Carbon Tax and the increase in the EPA levy which has increased from $44 per tonne to 

$48.40 per tonne in 2012/13. 

Operational efficiencies have been passed on to our ratepayers in recognition of the difficult 

economic conditions. 

32

4.3.3 Utility costs ($0.41 million increase) 

Utility costs include electricity, gas and water rates. The increase is due to continued growth 

and the introduction of the Carbon Tax. 

4.3.4 Grants, contributions and donations ($0.75 million increase) 

Grants, contributions and donations include contributions to community groups and 

organisations such as the Metropolitan Fire Brigade and EPA. The increase is mainly due to 

the increase in landfill levies payable to the EPA for the disposal of waste at Council’s 

landfills. 

4.3.5 Depreciation and amortisation ($2.91 million increase) 

Depreciation is an accounting charge which attempts to measure the usage of Council’s 

property, plant and equipment including infrastructure assets such as roads and drains. The 

increase of $2.91 million for 2012/13 is due mainly to the completion of the 2011/12 capital 

works program during the year which includes the Craigieburn Library and Learning Centre 

and the full year effect of depreciation on the 2011/12 capital works program. 

Refer to section 6 - “Analysis of Capital Budget” for a more detailed analysis of Council’s 

capital works program for the 2012/13 year. 

4.3.6 Finance costs ($0.27 million increase) 

Finance costs relate to interest charged by financial institutions on funds borrowed. 

The increase in borrowing costs results from the planned additional loans required to fund 

the capital works program. 

4.3.7 Other expenses ($0.41 million increase) 

Other expenses relate to operating lease rentals, audit fees, bank charges and Councillors. 

The increase is primarily due to additional fleet vehicles and machinery to cater for the City’s 

growth and additional Councillor allowances as a result of the planned addition of two new 

Councillor’s following the electoral representation review. 

33

5. Analysis of budgeted cash position 

This section analyses the expected cash flows from the operating, investing and financing 

activities of Council for the 2012/13 year. Budgeting cash flows for Council is a key factor in 

setting the level of rates and providing a guide to the level of capital expenditure that can be 

sustained with or without using existing cash reserves. 

The analysis is based on three main categories of cash flows: 

• Operating activities – Refers to the cash generated or used in the normal service 

delivery functions of the Council. Cash remaining after paying for the provision of 

services to the community may be available for investment in capital works, or 

repayment of debt. 

• Investing activities – Refers to cash generated or used in the enhancement or 

creation of infrastructure and other assets. These activities also include the 

acquisition and sale of other assets such as vehicles, property and equipment. 

• Financing activities – Refers to cash generated or used in the financing of Council 

functions and include borrowings from financial institutions and advancing of 

repayable loans to other organisations. These activities also include repayment of the 

principal and interest component of loan repayments for the year. 

34

5.1 Budgeted cash flow statement 

Forecast 


Ref 2011/12 2012/13 

$’000 $’000 $’000 

Cash flows from operating activities 5.1.1 

Receipts 

Rates and charges 108,204 117,211 9,007 

Grants - recurrent 27,842 31,854 4,013 

Grants - non-recurrent 6,581 10,439 3,858 

User fees 18,124 19,421 1,297 

Statutory fees and fines 7,500 7,973 473 

Property rental 885 1,058 173 

Interest 2,403 2,234 (170) 

Contributions 3,997 2,854 (1,143) 

175,535 193,044 17,507 

Payments 

Employee benefits (74,756) (82,252) (7,496) 

Materials and services (51,711) (45,566) 6,145 

Grants, contributions and donations (3,934) (4,686) (752) 

Other expenses (3,197) (3,604) (407) 

Utility costs (4,781) (5,195) (414) 

(138,378) (141,303) (2,923) 

Net cash provided by operating activities 37,157 51,741 14,584 

Cash flows from investing activities 5.1.2 

Payments for property, plant, equipment and 

infrastructure (55,346) (69,795) (14,449) 

Proceeds from sales of property, plant, 

equipment and infrastructure 2,189 696 (1,493) 

Net cash used in investing activities (53,157) (69,099) (15,942) 

Cash flows from financing activities 5.1.3 

Finance costs (1,137) (1,410) (273) 

Repayment of interest-bearing loans and 

borrowings (3,656) (1,496) 2,160 

Proceeds from interest-bearing loans and 

borrowings - 9,000 9,000 

Net cash (used in) flows from financing activities (4,793) 6,094 10,887 

Net decrease in cash and cash equivalents (20,793) (11,264) 9,529 

Cash and cash equivalents at the beginning of the financial 

year 59,451 38,658 (20,793) 

Cash and cash equivalents at end of the 

financial year 5.1.4 38,658 27,394 (11,264) 


5.1.1 Operating activities ($14.58 million increase) 

Operating activities refer to the cash generated or used in the normal service delivery 

functions of Council. The increase in cash provided by operating activities is due mainly to a 

$3.86 million increase in grants non-recurrent to help fund the capital works program, an 

increase in grants recurrent due to the first VGC payment for 2010/11 being received in 

2009/10 and an increase in rate receipts of $9.0 million which is in line with the rate increase 

of 5.4%. 

35

The net cash provided by operating activities does not equal the operating result for the year 

as the expected revenues and expenses of the Council include non-cash items which have 

been excluded from the Cash Flow Statement. These include items such as depreciation 

and non-monetary developer contributions. 

5.1.2 Investing activities ($15.94 million increase) 

Investing activities refer to cash generated or used in the enhancement or creation of 

infrastructure and other assets. These activities also include the acquisition and sale of other 

assets such as vehicles, property, equipment, etc. The increase in payments for investing 

activities is due to the carried forward component of the 2011/12 capital works program and 

an increase in the level of new works. 

Capital works expenditure is disclosed in Appendix C of this report. Proceeds from the sale 

of assets are forecast to decrease by $1.49 million due to settlement of land sales achieved 

during 2011/12. 

5.1.3 Financing activities ($10.89 million increase) 

Financing activities refer to cash generated or used in the financing of Council functions and 

include borrowings from financial institutions and advancing of repayable loans to other 

organisations. These activities also include proceeds of $9 million from a new loan and the 

repayment of the principal and interest component of loan repayments for the year. For 

2011/12, loan repayments are $4.79 million. 

5.1.4 Cash and cash equivalents at end of the financial year ($11.26 million decrease) 

Overall, total cash and cash equivalents are forecast to decrease by $11.26 million to $27.39 

million as at 30 June 2012. The reduction is primarily due to the forecast completion of the 

2011/12 capital works program in 2012/13 and is also due to a capital works program which 

is reflective of Council’s strategy of using excess cash to enhance existing and to create new 

infrastructure. Despite this reduction, the ending cash balance is strong and this is achieved 

through a strong operating surplus. 

This is consistent with Council’s Strategic Resource Plan (see Section 8) which forecasts a 

steady level of capital expenditure whilst maintaining balanced future cash budgets. 

5.2 Restricted funds and working capital 

The cash flow statement above indicates that Council will have cash and cash equivalents of 

$27.39 million which will be maintained to support the following: 

• Statutory purposes – These funds must be applied for specified statutory purposes in 

accordance with various legislative and contractual requirements. Whilst these funds 

earn interest revenues for Council, they are not available for other purposes. 

• Discretionary purposes – These funds are available for whatever purpose Council 

decides is their best use. In this case, Council has made decisions regarding the future 

use of these funds and unless there is a Council resolution, these funds should be used 

for those earmarked purposes. The decisions about future use of these funds have been 

reflected in Council’s Strategic Resource Plan and any changes in the future use of the 

funds will be made in the context of the future funding requirements set out in the plan. 

• Unrestricted cash and investments – These funds are free of all specific Council 

commitments and represent funds available to meet daily cash flow requirements and 

unexpected short term needs and any budget commitments which will be expended in 

the following year such as grants, contributions or carried forward capital works. 

Council regards these funds as the minimum necessary to ensure that it can meet its 

commitments as and when they fall due without borrowing further funds. 

36

6. Analysis of capital budget 

This section analyses the planned capital expenditure budget for the 2012/13 year and the 

sources of funding for the capital budget. 

6.1 Capital works 

Actual 

C/F 

Forecast 

Actual 

Spend 

2011/12 

C/F 

available 

Budget* 

Capital Works Areas Ref 2011/12 2011/12 2012/13 

Works carried forward 6.1.1 

Variance 

$’000 $’000 $’000 $’000 $’000 

Roads and traffic 8,757 5,870 2,887 2,887 

Major leisure facilities 5,756 3,519 2,237 11,361 

Parks and reserves 2,179 2,054 125 611 

Community facilities 1,043 1,043 - 797 

Waste management 130 130 - - 

Town activity centre’s 260 260 - - 

Civic/corporate 7,573 7,573 - 1,697 

Total works carried forward 25,698 20,449 5,249 17,353 

New works 

Roads and traffic - preservation 6.1.2 5,419 5,942 523 

Roads and traffic - new works 6.1.2 5,156 5,187 31 

Footpath infrastructure 6.1.3 4,153 4,363 210 

Drainage infrastructure 6.1.4 2,387 310 (2,077) 

Major leisure facilities 6.1.5 698 825 127 

Parks and reserves 6.1.6 4,317 19,080 14,763 

Community facilities 6.1.7 1,814 8,870 7,056 

Waste management 6.1.8 757 1,660 903 

Town activity centres 6.1.9 283 1,515 1,232 

Civic/corporate 6.1.10 9,914 7,650 (2,264) 

Total new works 34,898 55,402 20,504 

Total capital works 55,347 72,755 17,408 

Represented by: 

New assets 6.1.11 33,208 43,653 10,445 

Asset renewal 6.1.11 22,139 29,102 6,963 

Total capital works 55,347 72,755 17,408 


* Of the $25.69 million of carried forward capital works (from 2010/11 to 2011/12), only $20.45 million 

is forecast to be spent in 2011/12. The balance of $5.25 million will be carried forward to be spent in 

2012/13. 

37

Budgeted new capital works 

16% 

3% 

3% 

14% 

13% 

8% 

8% 

1% 

1% 

Roads and traffic - preservation 

Roads and traffic - new works 

Footpath infrastructure 

Drainage infrastructure 

Major leisure facilities 

Parks and reserves 

Community facilities 

Waste management 

Town activity centres 

Civic/corporate 

33% 

A more detailed listing of the capital works program is included in Appendix C. 

6.1.1 Carried forward works ($17.35 million) 

At the end of each financial year there are projects which are either incomplete or not 

commenced due to planning issues, weather delays, extended consultation, etc. For the 

2011/12 year it is forecast that $17.35 million of capital works will be incomplete and will be 

carried forward into the 2012/13 year. The more significant projects include the Craigieburn 

Leisure Centre two basketball court extension, Broadmeadows Leisure Centre 

redevelopment, Boardman Stadium two court extension, from Craigieburn Road to Marathon 

Way, and the Tanderrum Way, Broadmeadows streetscape and civil infrastructure 

improvements. 

6.1.2 Roads and traffic ($11.13 million) 

Roads include local roads, car parks, bridges and culverts, declared main roads, traffic 

devices, street lighting and traffic signals. 

For the 2012/13 year, $11.13 million will be expended on road projects. The more significant 

projects include the reconstruction of Rex Road between Cooper Street and Northbourne 

Road in Clarkefiled, constructing the northern end of Cornish Street in Sunbury, widening of 

Konagaderra Road from Havelock Road to Wildwood Road North in Clarkefield, 

reconstruction of Washington Street in Dallas from King Street to Doy Street, construction of 

a car park at Lakeside Drive Reserve in Roxburgh Park and local road resurfacing 

throughout the City 

6.1.3 Footpath infrastructure ($4.36 million) 

Footpath infrastructure includes the rehabilitation and construction of local footpaths. 

For the 2012/13 year, $4.36 million will be expended on footpath rehabilitation works and the 

upgrade of footpath infrastructure throughout parts of the City. 

38

The more significant projects include the construction of a footpath on the Hume Highway, 


Connecting Craigieburn Pathways program. 

6.1.4 Drainage infrastructure ($0.31 million) 

Drainage infrastructure includes drains in road reserves, retarding basins and waterways. 

For the 2012/13 year, $0.31 million will be expended on drainage projects. The most 

significant project relates to the CCTV camera inspections of some of the City’s drainage 

network and infrastructure upgrades for flood mitigation. 

6.1.5 Major leisure facilities ($0.83 million) 

Major leisure facilities include the rehabilitation, refurbishment and construction of leisure 

facilities including leisure centres, tennis courts, basketball courts, etc. 

For the 2012/13 year, $0.83 million will be expended on leisure facilities. The more 

significant projects include the design stage of the Craigieburn Aquatic Facility and an 

upgrade of sports courts at the Craigieburn Leisure Centre 

6.1.6 Parks and reserves ($19.08 million) 

Parks and reserves include parks, playing surfaces, streetscapes, playground equipment 

and trees. 

For the 2012/13 year, $19.08 million will be expended on parks and reserves. The more 

significant projects include irrigation infrastructure at the Craigieburn Golf Course, 

development of a regional soccer facility at the John Ilhan Memorial Reserve (BVP), design 

and construction of a synthetic athletics track with soccer infield at the Craigieburn Town 

Centre, development of a regional tennis facility in Craigieburn including 18 courts, a pavilion 

and car parking, a cricket and soccer facility at Greenvale Lakes including two ovals, three 

soccer pitches, two pavilions and car parking, and upgrading open space and playgrounds 

across the City. 

6.1.7 Community facilities ($8.87 million) 

Community facilities include pavilions, community centres, toilet blocks, Council offices and 

community services hubs. 

For the 2012/13 year, $8.87 million will be expended on community facilities. The more 

significant projects include commencement of construction of the Broadmeadows 

Community Hub, upgrading club room amenities at Laura Douglas Reserve and the 

extension of the Gibb Reserve Pavilion in Dallas, extensions to four early childhood centres 

at Craigieburn Road (Craigieburn), Sunningdale (Sunbury), Bradford Avenue (Greenvale) 

and Malcolm Creek (Craigieburn), expansion of the Attwood House Community Centre and 

provision for the annual Greenhouse Action Plan program. 

6.1.8 Waste management ($1.66 million) 

Landfill infrastructure includes garbage bins and rehabilitation works at Council’s landfills. 

For the 2012/13 year, $1.66 million will be expended on landfill infrastructure. The more 

significant projects include new garbage, organic and recycling bins and rehabilitation works 

at Council’s landfill sites including implementation of the Bolinda Road Master Plan in 

Campbellfield. 

39

6.1.9 Town activity centres ($1.52 million) 

Town activity centres include local shopping centre upgrades and town activity centres. 

For the 2012/13 year, $1.52 million will be expended on town activity centres. 

These works primarily relate to the continued work on the Sunbury Town Centre 

redevelopment. 

6.1.10 Civic/corporate ($7.65 million) 

Civic/corporate includes minor ward works, upgrading Council buildings and facilities, 

information systems and Council’s fleet. 

For the 2012/13 year, $7.65 million will be expended on civic/corporate. The most significant 

projects relate to the conversion of street lighting to T5 environmental lighting, information 

technology, library materials and the scheduled replacement of Council’s fleet. 

6.1.11 New assets ($43.65 million) and asset renewal ($29.10 million) 

A distinction is made between expenditure on new assets and expenditure on asset renewal. 

Expenditure on new assets does not have any element of expansion/upgrade of existing 

assets but will result in an additional burden for future operation, maintenance and capital 

renewal. Expenditure on asset renewal is expenditure on an existing asset, which improves 

service potential or the life of the asset. 

Major projects included in the above categories which constitute expenditure on new assets 

include the development of a regional soccer facility at the John Ilhan Memorial Reserve 

(BVP), design and construction of a synthetic athletics track with soccer infield at the 

Craigieburn Town Centre, development of a regional tennis facility in Craigieburn including 

18 courts, a pavilion and car parking, a cricket and soccer facility at Greenvale Lakes 

including two ovals, three soccer pitches, two pavilions and car parking and construction of 

the Broadmeadows Community Hub. 

6.2 Funding sources 

Forecast 


Sources of Funding Ref 2011/12 2012/13 

$’000 $’000 $’000 

External 

Grants - non-recurrent 6.2.1 6,581 10,439 3,858 

Proceeds from sale of property, 

plant, equipment and infrastructure 6.2.2 2,189 696 (1,493) 

Borrowings 6.2.3 - 9,000 3,500 

8,770 20,135 5,865 

Internal 

Reserve cash and investments 6.2.4 20,449 17,353 (3,096) 

Operations 6.2.5 26,128 35,267 9,139 

46,577 52,620 6,043 

Total funding sources 55,347 72,755 11,908 

40

Budgeted Total Funding Scoures 2012/13 

Grants - nonrecurrent 

13% 

Proceeds from 

sale 1% 

Operations 

48% 

Borrowings 

12% 

Reserve cash 

and investments 

26% 

6.2.1 Grants – non-recurrent ($10.44 million) 

Grants include all monies received from State, Federal and community sources for the 

purposes of funding the capital works program. 

Significant grants and contributions are budgeted to be received for projects including a 

cricket and soccer facility at Greenvale Lakes including two ovals, three soccer pitches, two 

pavilions and car parking ($4.1 million), development of a regional tennis facility in 

Craigieburn including 18 courts, a pavilion and car parking, ($3.5 million) and for the 

Broadmeadows Community Hub ($0.5 million). 

6.2.2 Proceeds from sale of property, plant, equipment and infrastructure ($0.70 

million) 

Proceeds from sale of assets include motor vehicle sales in accordance with Council’s fleet 

renewal policy. 

6.2.3 Borrowings ($9 million) 

New borrowings will be required to fund part of the capital works program including the 

conversion of street lighting to T5 environmental lighting and for the development of a 

regional soccer facility at the John Ilhan Memorial Reserve (Broadmeadows Valley Park). 

6.2.4 Reserve cash and investments ($17.35 million) 

Council has uncommitted cash and investments which represent unrestricted cash and 

investments and funds preserved from the previous year mainly as a result of grants and 

contributions being received in advance. The Council has cash reserves primarily as a result 

of capital works projects not completed during 2011/12. 

41

6.2.5 Operations ($35.27 million) 

Council generates cash from its operating activities, which is used as a funding source for 

the capital works program. It is forecast that $35.27 million will be generated from operations 

to fund the 2012/13 capital works program. Refer section 5 - “Budgeted Cash Position” for 

more information on funds from operations. 

7. Analysis of budgeted financial position 

This section analyses the movements in assets, liabilities and equity between 2011/12 and 

2012/13. It also considers a number of key performance indicators. 

7.1 Budgeted balance sheet 

Forecast 


Ref 2012 2013 

$’000 $’000 $’000 

Current assets 7.1.1 

Cash and cash equivalents 38,658 27,394 (11,264) 

Trade and other receivables 17,241 18,889 1,648 

Other assets 1,585 1,639 54 

Total current assets 57,484 47,922 (9,562) 

Non-current assets 7.1.1 

Trade and other receivables 315 315 - 

Financial assets 250 250 - 

Property, plant, equipment and infrastructure 1,636,398 1,708,932 72,534 

Investment property 40,599 40,599 - 

Total non-current assets 1,677,562 1,750,096 72,534 

Total assets 1,735,046 1,798,018 62,972 

Current liabilities 7.1.2 

Trade and other payables 16,470 19,842 (3,372) 

Trust funds and deposits 522 522 - 

Provisions 15,917 16,798 (881) 

Interest-bearing loans and borrowings 1,496 1,939 (443) 

Total current liabilities 34,405 39,101 (4,696) 

Non-current liabilities 7.1.2 

Trust funds and deposits 3,072 3,072 - 

Provisions 8,633 9,210 (578) 

Interest-bearing loans and borrowings 13,875 20,936 (7,061) 

Total non-current liabilities 25,580 33,218 (7,638) 

Total liabilities 59,985 72,320 (12,335) 

Net assets 7.1.3 1,675,061 1,725,698 50,637 

Equity 7.1.4 

Accumulated surplus 922,474 973,111 50,637 

Asset revaluation reserve 745,536 745,536 - 

Other reserves 7,051 7,051 - 

Total equity 1,675,061 1,725,698 50,637 


42

7.1.1 Current assets ($9.56 million decrease) and Non-current assets ($72.53 million 

increase) 

Cash and cash equivalents include cash and investments such as cash held in the bank and 

in petty cash and the value of investments in deposits or other highly liquid investments with 

short term maturities of three months or less. These balances are projected to decrease by 

$11.26 million during the year mainly due to the carried forward component of the 2011/12 

capital works program which is expected to be completed during the year. 

A more detailed analysis of the cash position for 2012/13 is included in section 5 - “Analysis 

of budgeted cash position”. 

Trade and other receivables are monies owed to Council by ratepayers and others. Short 

term debtors are not expected to change significantly in the budget and are at acceptable 

levels. 

Other assets include items such as prepayments for expenses that Council has paid in 

advance of service delivery and other revenues due to be received in the next 12 months. 

Property, infrastructure, plant and equipment is the largest component of Council’s worth 

and represents the value of all the land, buildings, roads, vehicles, equipment, etc which has 

been built up by the Council over many years. The increase in this balance includes the net 

result of the capital works program ($72.75 million of new capital works), the depreciation of 

non-current assets ($26.78 million), developer contributed assets ($27.25 million) and the 

disposal through sale of property, plant and equipment ($0.69 million). 

7.1.2 Current liabilities ($4.69 million increase) and Non-current liabilities ($7.64 

million increase) 

Trade and other payables are those to whom Council owes money as at 30 June. These 

liabilities are budgeted to increase in total by $3.37 million in line with the increase in 

operating expenditure and the capital works program. 

Provisions include accrued long service leave, annual leave, rostered days off owing to 

employees and landfill rehabilitation works. Employee entitlements are only expected to 

increase marginally due to more active management of entitlements. 

Council’s interest-bearing loans and borrowings are budgeted to increase as a result of new 

borrowings. The Council is budgeting to repay loan principal of $1.49 million over the year. 

7.1.3 Net assets ($50.64 million increase) 

This term is used to describe the difference between the value of total assets and the value 

of total liabilities. It represents the net worth of Council as at 30 June. 

The increase in net assets of $50.64 million results directly from the operating surplus. 

7.1.4 Equity ($50.64 million increase) 

Total equity always equals net assets and is made up of the following components: 

• Asset revaluation reserve which represents the difference between the previously 

recorded value of assets and their current valuations. 

• Other reserves that are funds that Council wishes to separately identify as being set 

aside to meet a specific purpose in the future and to which there is no existing 

liability. These amounts are transferred from the accumulated surplus of the Council 

to be separately disclosed. 

• Accumulated surplus which is the value of all net assets less reserves that have 

accumulated over time. 

43

7.2 Key assumptions 

In preparing the Budgeted Balance Sheet for the year ending 30 June 2013 it was necessary 

to make a number of assumptions about assets, liabilities and equity balances. The key 

assumptions are as follows: 

• It is estimated that 100% of total rates and charges raised will be collected in the 

2012/13 year due to improved rate debtor management (2011/12: 99.5% forecast 

actual); 

• Trade creditors to be based on total capital and operating expenditure less the written 

down value of assets sold, depreciation and employee costs. Payment cycle is 30 days; 

• Other debtors and creditors to remain consistent with 2011/12 levels allowing for a CPI 

increase; 

• Employee entitlements to be increased in line with the implementation of the terms of 

the EBA which will result in an increase of 3.50% or $38.50 per week (whichever is the 

greater amount) from 1 July 2012, offset by the impact of more active management of 

leave entitlements of staff; 

• Repayment of loan principal to be $1.49 million; and 

• Total capital expenditure including the carried forward component of the 2011/12 

program to be $72.75 million. 

44

8. Strategic Resource Plan and key financial indicators 

This section considers the long-term financial projections of the Council. The Act requires a 

Strategic Resource Plan (SRP) to be prepared covering both financial and non-financial 

resources, and including key financial indicators for at least the next four financial years to 

support the Council Plan. 

8.1 Plan development 

Council has prepared a SRP for the four years 2012/13 to 2015/16 as part of its ongoing 

financial planning to assist in adopting a budget within a longer term framework. The SRP 

takes the strategic objectives and strategies as specified in the Council Plan and expresses 

them in financial terms for the next four years. 

The key objective, which underlines the development of the SRP, is financial sustainability in 

the medium to long-term, while still achieving Council’s strategic objectives as specified in 

the Council Plan. The key financial objectives, which underpin the SRP, are: 

• Enhance existing service levels; 

• Maintain established financial ratios over working capital and debt; 

• Maintain a recurrent surplus above $40 million; 

• Maintain a capital expenditure program of at least $50 million per annum; 

• Ensure cash balances are sustainable; and 

• Achieve a balanced budget on a cash basis. 

In preparing the SRP, Council has also been mindful of the need to comply with the following 

Principles of Sound Financial Management as contained in the Act: 

• Prudently manage financial risks relating to debt, assets and liabilities; 

• Provide reasonable stability in the level of rate burden; 

• Consider the financial effects of Council decisions on future generations; and 

• Provide full, accurate and timely disclosure of financial information. 

The SRP is updated annually through a rigorous process of consultation with Council service 

providers followed by a detailed sensitivity analysis to achieve the key financial objectives. 

45

8.2 Financial resources 

The following table summarises the key financial results for the next four years as set out in 

the SRP for years 2012/13 to 2015/16. Appendix A includes a more detailed analysis of the 

financial resources to be used over the four year period. 

Forecast 

Actual Budget 

Strategic Resource Plan 

Projections 

Trend 

Indicator 2011/12 2012/13 2013/14 2014/15 2015/16 +/0/- 

$’000 $’000 $’000 $’000 $’000 

Operating result 43,787 50,636 47,447 44,939 48,477 0 

Underlying operating 

result 11,182 12,946 11,526 11,266 11,536 0 

Cash and investments 38,658 27,394 22,607 21,469 23,936 0 

Cash flow from 

operations 37,157 51,741 50,718 51,015 52,924 + 

Capital works 55,347 72,755 51,882 52,375 61,601 + 

Key to Forecast Trend: 

+ Forecast improvement in Council's financial performance/financial position indicator 

o Forecasts that Council's financial performance/financial position indicator will be steady 

- Forecast deterioration in Council's financial performance/financial position indicator 

FINANCIAL INDICATORS 

80 

70 

60 

50 

$M 

40 

30 

20 

10 

0 

2010/11 2011/12 2012/13 2013/14 2014/15 

Year 

Operating result Underlying operating result Cash and investments 

Cash flow from operations Capital works 

The key outcomes of the SRP are as follows: 

• Financial sustainability (section 5) - Cash and investments are forecast to decrease 

over the four year period from $27.4 million to $23.9 million, which is in accordance with 

the prudential ratios in place over working capital which indicates a balanced budget on 

a cash basis in each of the years; 

• Rating strategy (section 9) – Modest rate increases are forecast over the four years at 

an average of 5.33%, in line with that of comparable councils; 

• Debt management strategy (section 10) – Borrowings are forecast to reduce from 

$22.88 million to $21.96 million over the four year period. This includes new borrowings 

of $9 million in 2012/13, $1.85 million in 2013/14 and $3 million in 2014/15; and 

• Asset management strategy (section 10) - Capital expenditure over the four year 

period will total $238.61 million (including the carried forward component of 2011/12) at 

an average of $59.65 million per annum. 

46

8.3 Key financial indicators 

The following table highlights Council’s current and projected performance across a range of 

key financial indicators (KFI’s). KFI’s provide a useful analysis of Council’s financial position 

and performance and should be used in the context of the organisation’s objectives. 

Indicator 

Financial performance 

Notes 

Forecast 

Budget Strategic Resource Plan Projections Trend 

Actual 

2011/12 2012/13 2013/14 2014/15 2015/16 +/o/- 

Underlying result/Underlying revenue 1 6.55% 7.03% 5.90% 5.42% 5.24% o 

Operating expenses/Assessment $2,420 $2,529 $2,646 $2,762 $2,862 + 

Rate revenue/Underlying revenue 2 63.42% 63.61% 64.45% 64.85% 65.55% o 

Rate revenue/Assessment $1,643 $1,731 $1,813 $1,894 $1,979 + 

Debt servicing/Total revenue 0.56% 0.64% 0.69% 0.72% 0.63% o 

Debt commitment/Rate revenue 1.80% 0.67% 0.84% 0.79% 0.74% - 

Grants/Total revenue 13.70% 14.35% 14.49% 14.58% 14.39% o 

Fees & charges/Total revenue 12.93% 12.62% 12.37% 12.58% 12.14% o 

Financial position 

Indebtedness/Rate revenue 3 14.21% 19.52% 18.10% 17.71% 15.21% - 

Underlying result/Total assets 0.64% 0.72% 0.59% 0.56% 0.53% - 

Current assets/Current liabilities 4 1.67 1.23 1.21 1.17 1.16 o 

Capital expenditure 

Capital works $55,347 $72,755 $51,882 $52,375 $61,601 + 

- Capital renewal $22,139 $29,102 $20,753 $20,950 $24,640 + 

- New assets $33,208 $43,653 $31,129 $31,425 $36,961 + 

Capital works/Rate revenue 51.15% 62.07% 41.21% 38.86% 42.66% o 

Capital program/Total depreciation 5 232% 272% 177% 163% 181% o 

Key to Forecast Trend: 

+ Forecast improvement in Council's financial performance/financial position indicator 

o Forecasts that Council's financial performance/financial position indicator will be steady 

- Forecast deterioration in Council's financial performance/financial position indicator 

Notes to indicators 

1. Underlying result/Underlying revenue 

The underlying performance is sound and trend indicates relative stability over the period. 

2. Rate revenue/Underlying revenue 

Reflects extent of reliance on rate revenues to fund all Council's on-going services. The 

trend indicates Council’s reliance on rate revenue compared to all other revenue sources will 

remain relatively steady. 

3. Indebtedness/Rate revenue 

The trend indicates Council's reducing reliance on debt against its annual rate revenue 

through redemption of long term debt. 

4. Current Assets/Current Liabilities 

Working capital is forecast to decrease in the 2012/13 year due to a run down in cash 

reserves to fund the capital works program. The trend in latter years is to remain steady at 

an acceptable level. 

5. Capital program/Total depreciation 

This percentage indicates the extent of Council's capital works against its depreciation 

charge (representing the decline in value of its existing capital assets). A percentage greater 

than 100 indicates Council is renewing and maintaining its existing assets, whilst a 

percentage less than 100 means its assets are deteriorating faster than being renewed and 

will require future capital expenditure to renew assets back to their existing condition. 

47

8.4 Non-financial resources 

In addition to the financial resources to be consumed over the planning period, Council will 

also consume non-financial resources, in particular human resources. The following table 

summarises the non-financial resources for the next four years. 

Forecast 

Actual Budget 


Projections 

Indicator 2011/12 2012/13 2013/14 2014/15 2015/16 

$’000 $’000 $’000 $’000 $’000 

Employee costs 76,576 83,901 89,492 95,391 101,722 

Employee 

numbers (EFT) 918 930 943 955 967 

48

9. Rating strategy 

This section considers the Council’s rating strategy including strategy development, 

assumptions underlying the current year rate increase and rating structure. 

9.1 Strategy development 

In developing the Strategic Resource Plan (referred to in Section 8), rates and charges were 

identified as an important source of revenue, accounting for over 50% of the total revenue 

received by Council annually. Planning for future rate increases has therefore been an 

important component of the Strategic Resource Planning process. 

9.2 Purpose 

The rating strategy focuses on the equity, efficiency and capacity to pay of ratepayers in 

accordance with Council’s triple bottom line principles and commitment to social justice. 

9.3 Determining the strategy 

The Council requires sufficient operating revenue to satisfy operating service needs. The 

most important sources of these funds are: 

• Rates; 

• Government grants; and 

• Fees and charges. 

All avenues have been pursued to obtain grant funds for prioritised works. Similarly, the 

Council has reviewed all fees and charges and considered the capacity of users to pay for 

services provided. 

Income from these sources is below 50% of the funds required to fund services to the 

community. The balance must be obtained from rate income. 

The rating system is based on property valuations, these being carried out at two year 

intervals. Rates are based on these valuations. Council has several means by which it can 

vary the amounts, which are levied, including: 

• A municipal rate; 

• A municipal charge; 

• Differential rates; 

• Service rates and charges; 

• Special rates and charges; 

• Vacant land; and 

• Rebates, waivers, deferments, concessions and exemptions. 

Several propositions were put through a rate modelling process to develop the most suitable 

rating system in 2004. This entailed the Council giving consideration to a number of factors, 

such as: 

• Equity of the system; 

• Efficiency of application; 

• Capacity to pay; and 

• The link between the rates levied and the benefit to be derived. 

49

Results of the Rating Analysis and Modelling revealed that: 

• Annual rates as a percentage of household income in Hume are 1.8% (the average of 

other like Council’s is 2%); 

• In terms of “other like Council’s” Hume is considered to be mid-range with relation to the 

rate burden on the community; 

• Within Hume, rates have the greatest impact on household income in Campbellfield / 

Fawkner and the lowest impact in Mickleham / Yuroke / Kalkallo (although only 71 

properties are rated in Kalkallo); 

• The current rating methodology is easily understood and provides an equitable method 

of raising funds; and 

• Differential rating for commercial / industrial properties needs to be considered in light of 

the revaluation process, tax deduction received and the impact that a differential rate 

may have on the ability to retain and attract such entities. 

These key findings have assisted in putting together this rating strategy whilst also 

identifying a need to be more proactive in the rate collection process. 

This strategy sets out a comprehensive basis for rating strategies into the future and 

provides background information, current situation analysis and proposals in setting ‘rates’ 

over the next four years. 

The key components of the strategy include: 

• That Council retains the Capital Improved Valuation method for valuing land as it 

represents the most easily understood, widely used and equitable method for rating 

purposes. 

• That the level of the pensioner rebate is a State funding matter and any Council 

contribution further increases the impact of cost shifting. Nevertheless, this is an area 

for Council advocacy. 

• That Council notes that as the revaluation process is based on a fixed two-year cycle 

set by Legislation, there are no other options available for this area. 

• That no fixed charges be levied. 

• That Council does not pursue the introduction of an “Early payment incentive scheme”. 

• That Council reviews all non-rateable properties every two years, on revaluation, to 

confirm their non-rateable status entitlement continues. 

9.4 Current year rate increase 

It is predicted that the 2012/13 operating position will be significantly impacted by wages 

growth as employee benefits account for approximately 50% of Council’s total expenditure. 

Furthermore, government funding and amounts available from operations towards capital 

works is less than the desired levels and therefore, unless it can be increased, it will be 

difficult to maintain a robust capital works program into the future. 

In order to achieve these objectives while maintaining service levels and a strong capital 

works program, general rates will increase by 5.4% in 2012/13 raising total rates of $117.21 

million, including rates in lieu of $9.97 million and $1.8 million generated from supplementary 

rates. The following table sets out future proposed rate increases and total rates to be raised 

based on the forecast financial position of Council as at 30 June 2012. 

50

Year 

Rate Increase 

% 

Total Rates Raised 

$’000 

2011/12 6.2 108,204 

2012/13 5.4 117,211 

2013/14 5.3 * 125,891 

2014/15 5.3 * 134,792 

2015/16 5.3 * 144,405 

* Future increases in the landfill levy payable to the EPA are estimated at 0.3% subject to changes in 

legislation and confirmation of annual tonnages. These amounts will be reconfirmed on an annual 

basis when annual tonnages become known. 

9.5 General revaluation of properties 

During the 2011/12 year, a revaluation of all properties within the municipality was carried 

out and will apply from the 1 st of July 2012, with the date of the valuation being the 1 st of 

January 2012. The outcome of the general revaluation has been a significant change in 

property valuations throughout the municipality. Overall, property valuations across the 

municipal district have increased by approximately 14%. 

The following table summarises the Capital Improved Valuation changes between the 2010 

and 2012 general revaluations for all residential properties by suburb. 

Suburb 

Valuation Change 

Attwood 19% 

Broadmeadows 16% 

Bulla 30% 

Campbellfield 19% 

Coolaroo 14% 

Craigieburn 13% 

Dallas 12% 

Diggers Rest 13% 

Fawkner 26% 

Gladstone Park 10% 

Greenvale 19% 

Jacana 18% 

Kal Kallo 21% 

Keilor 22% 

Meadow Heights 10% 

Mickleham 20% 

Roxburgh Park 9% 

Sunbury 15% 

Tullamarine 19% 

Westmeadows 18% 

Wildwood 19% 

51

In view of the outcomes of the general revaluation of all properties within the municipal 

district during the 2011/12 year, Council has decided to reduce the general rate in the dollar 

by 5.88%. 

Summary 

In Council’s view, the proposed Rating Strategy puts due emphasis on equity and capacity to 

pay. The proposed increases of 5.4% for 2012/13 and 5.3% thereafter are relatively 

moderate but necessary to help meet the infrastructure demands of a growing community 

and enhance service provision across the municipality. 

52

10. Other strategies 

This section sets out the strategies that have been developed and incorporated into the 

Strategic Resource Plan (SRP) including debt management and asset management. 

10.1 Debt management 

Purpose 

A debt strategy was adopted by Council which sets out the fundamental debt covenants 

established. 

• Any debt strategy should fit into the overall financial strategy of the Council. The key 

components that underpin a financial strategy should be based around sustainability, 

liquidity, solvency and prudent financial management. The optimal level of debt can be 

ascertained by private companies with reference to cost of equity, return on equity, etc. 

In local government it may be more about affordability to use of other funds. 

• In terms of the level of debt, it should be based on what Council should deliver in relation 

to services and capital in the next four years and be based upon a set of key financial 

ratios that provide data on affordability, liquidity, solvency, etc. 

Debt Covenant 

Council’s debt levels should not breach the following financial conditions: 

Debt commitment ratio 

Debt servicing ratio 

Condition 

That the debt commitment ratio 

should not be greater than 

15%. 

That the debt servicing ratio be 

maintained at a level below 

3%. 

Explanation 

That up to a maximum of 15% 

of rates can be used to apply 

against the repayment of debt 

and interest. 

Up to 3% of the total Council 

revenue can be used to repay 

interest. 

The Standard Balance Sheet identifies Council’s current debt levels and those proposed 

during the SRP period. These debt levels are consistent with the strategy of ensuring 

Council’s debt covenants are not breached. 

The following table sets out the future level of debt based on the forecast financial position of 

Council as at 30 June 2012. 

2011/12 2012/13 2013/14 2014/15 2015/16 

Outstanding loan 

balances $15,371 m $22,875 m $22,786 m $23,871 m $21,960 m 

Debt servicing 0.56% 0.64% 0.69% 0.72% 0.63% 

Debt commitment 1.80% 0.67% 0.84% 0.79% 0.74% 

53

Year 

New 

Borrowings 

Principal 

Paid 

Interest 

Paid 

Balance 

30 June 

$’000 $’000 $’000 $’000 

2011/12 - 3,656 1,137 15,371 

2012/13 9,000 1,496 1,410 22,875 

2013/14 1,850 1,939 1,586 22,786 

2014/15 3,000 1,915 1,747 23,871 

2015/16 - 1,911 1,612 21,960 

* New borrowings projected in 2012/13 will be used to fund additional capital projects including the conversion of 

street lighting to T5 environmental lighting and for the development of a regional soccer facility at the John Ilhan 

Memorial Reserve (Broadmeadows Valley Park). 

Directions Taken 

This program shows that: 

• The overall debt commitment ratio will be maintained within the set parameters; 

• The principal and interest repayments during the life of the SRP are included in the 

operating position and cash levels; and 

• This approach contributes to achieving the commitments (Strategic Objectives) adopted 

in the Council Plan. 

54

10.2 Asset Management 

Purpose 

Council’s Asset Management Strategy (AMS) provides the framework to guide the 

development of an integrated and comprehensive asset management model for Council. A 

structured set of actions has been identified consistent with Council’s Asset Management 

Policy. 

The AMS describes the current status, vision and actions for improving asset management 

within Hume. It aims to assist Council to progress through the steps of developing 

meaningful asset management plans and establishing a framework for the ongoing 

enhancement of asset management plans to meet developing community needs. The 

strategy will facilitate decision making based on optimising the lifecycle costs of assets. 

The Asset Management Strategy is an overarching document developed with the objective 

of ensuring capital investment is used effectively and in the best interests of the community. 

The asset management planning predicts infrastructure consumption, renewal needs, 

impacts on annual operating budget requirements, and additional infrastructure requirements 

to meet future community service expectations. 

Strategy Development 

Council has developed an AMS, which sets out the capital expenditure requirements of the 

Council for the next ten years. 

A key objective of this Strategy is to maintain or preserve Council’s existing assets at desired 

condition levels. If sufficient funds are not allocated to asset preservation, Council’s 

investment in those assets will reduce, together with the capacity to deliver services to the 

community. 

The Strategy has been developed through a rigorous process of evaluation incorporating: 

• A long-term capital planning process which integrates with and is reflected in the Council 

Plan, Strategic Resource Plan and Annual Budget process 

• The listing of all known capital projects, prioritised using evaluation criteria 

• The adoption of a transparent process for evaluating and prioritising capital projects. 

The capital works planning process is undertaken annually, thereby ensuring that the current 

capital expenditure commitments made by the Council are consistent with the Strategy. 

Commentary 

Major works included in the program are: 

• Roads ($11.13 million) – including the reconstruction of Rex Road between Cooper 

Street and Northbourne Road in Clarkefiled, constructing the northern end of Cornish 

Street in Sunbury, widening of Konagaderra Road from Havelock Road to Wildwood 

Road North in Clarkefield, reconstruction of Washington Street in Dallas from King 

Street to Doy Street, construction of a car park at Lakeside Drive Reserve in Roxburgh 

Park and local road resurfacing throughout the City; 

• Footpaths and Drainage Infrastructure ($4.67 million) – including footpath rehabilitation 

works, the upgrade of drainage infrastructure and construction of walking and cycling 

paths throughout parts of the City, the construction of a footpath on the Hume Highway, 


Connecting Craigieburn Pathways program; 

• Major Leisure Facilities ($0.83 million) – including the design stage of the Craigieburn 

Aquatic Facility and an upgrade of sports courts at the Craigieburn Leisure Centre; 

55

• Parks and Reserves ($19.08 million) – including irrigation infrastructure at the 

Craigieburn Golf Course, development of a regional soccer facility at the John Ilhan 

Memorial Reserve (BVP), design and construction of a synthetic athletics track with 

soccer infield at the Craigieburn Town Centre, development of a regional tennis facility 

in Craigieburn including 18 courts, a pavilion and car parking, a cricket and soccer 

facility at Greenvale Lakes including two ovals, three soccer pitches, two pavilions and 

car parking, and upgrading open space and playgrounds across the City; 

• Community Facilities ($8.87 million) – including commencement of construction of the 

Broadmeadows Community Hub, upgrading club room amenities at Laura Douglas 

Reserve and the extension of the Gibb Reserve Pavilion in Dallas, extensions to four 

early childhood centres at Craigieburn Road (Craigieburn), Sunningdale (Sunbury), 

Bradford Avenue (Greenvale) and Malcolm Creek (Craigieburn), expansion of the 

Attwood House Community Centre and provision for the annual Greenhouse Action 

Plan program; 

• Waste Management ($1.66 million) – including new garbage, organic and recycling bins 

and rehabilitation works at Council’s landfill sites including implementation of the Bolinda 

Road Master Plan in Campbellfield; 

• Town Activity Centres – ($1.52 million) – including continued work on the Sunbury Town 

Centre redevelopment; and 

• Civic/Corporate – ($7.7 million) – including the conversion of street lighting to T5 

environmental lighting, information technology, library materials and the scheduled 

replacement of Council’s fleet. 

Annual capital expenditure is projected to be a minimum of $50 million per annum and in 

each year the amount is above the depreciation figure, a favourable outcome. 

The capital works outlays will be met by: 

• Increases in cash from operations; 

• Anticipated borrowings in 2012/13, 2013/14 and 2014/15; and 

• Grants funding for applicable projects. 

The level of capital projected is sustainable into the future and will meet the requirements of 

a growing community. 

The capital works program is consistent with the provisions of this Strategy. 

56

Appendices 

The following appendices include voluntary and statutory disclosures of information which 

provide support for the analysis contained in sections 1 to 10 of this report. 

This information has not been included in the main body of the budget report in the interests 

of clarity and conciseness. Council has decided that while the budget report needs to focus 

on the important elements of the budget and provide appropriate analysis, the detail upon 

which the annual budget is based should be provided in the interests of open and 

transparent local government. 

The contents of the appendices are summarised below: 

Appendix Nature of information Page 

A Budgeted Standard Statements 58 

B Statutory Disclosures 63 

C Capital Works Program 68 

D Key Strategic Activities 76 

E Schedule of Fees and Charges 80 

57

Hume City Council – Budget Report 2012/13 

Appendix A 

Appendix A - Budgeted Standard Statements 

This appendix presents information in regard to the Budgeted Standard Statements. The 

budget information for the years 2012/13 to 2015/16 has been extracted from the Strategic 

Resource Plan. 

The appendix includes the following budgeted information: 

• Budgeted Standard Income Statement 

• Budgeted Standard Balance Sheet 

• Budgeted Standard Cash Flow Statement 

• Budgeted Standard Capital Works Statement 

58


Appendix A 

Budgeted Standard Income Statement 

For the four years ending 30 June 2016 

Forecast 


Actual Budget 

Projections 

2011/12 2012/13 2013/14 2014/15 2015/16 

$’000 $’000 $’000 $’000 $’000 

Income 

Rates and charges 108,204 117,211 125,891 134,792 144,405 

Statutory fees and fines 7,732 8,212 8,380 8,599 8,827 

User fees 18,549 19,799 20,222 21,782 22,406 

Grants - recurrent 27,842 31,854 33,499 35,205 37,014 

Contributions - cash 4,996 3,883 4,002 4,121 4,244 

Property rental 885 1,058 1,090 1,122 1,156 

Interest income - investments & rates 2,403 2,234 2,234 2,234 2,234 

170,611 184,251 195,318 207,855 220,286 

Expenses 

Employee benefits 76,576 83,901 89,492 95,391 101,722 

Materials and services 45,739 45,533 48,872 51,807 54,907 

Utility costs 4,782 5,195 5,343 5,903 6,522 

Grants, contributions and donations 3,934 4,686 5,176 5,341 5,510 

Depreciation and amortisation 23,864 26,776 29,301 32,149 33,982 

Finance costs 1,337 1,610 1,786 1,947 1,812 

Other expenses 3,197 3,604 3,822 4,051 4,293 

159,429 171,305 183,792 196,589 208,748 

Underlying surplus 11,182 12,946 11,526 11,266 11,536 

Net gain on disposal of property, plant, 

equipment and infrastructure 521 - - - 2,800 

Contributions - non-monetery assets 25,503 27,251 28,181 28,423 29,341 

Grants - non-recurrent 6,581 10,439 7,740 5,250 4,800 

Surplus for the year 43,787 50,636 47,447 44,939 48,477 

Other comprehensive income 

Net asset revaluation increment 91,617 - 100,270 - 111,396 

Fair value adjustments for investment 

property 1,972 - 2,030 - 2,171 

Comprehensive result 137,375 50,636 149,747 44,939 162,044 

59


Appendix A 

Budgeted Standard Balance Sheet 


Forecast 


Actual Budget 

Projections 

2012 2013 2014 2015 2016 

$'000 $'000 $'000 $'000 $'000 

Current assets 

Cash and cash equivalents 38,658 27,394 22,607 21,469 23,936 

Trade and other receivables 17,241 18,889 20,580 22,319 24,106 

Other assets 1,585 1,639 1,698 1,758 1,820 

Total current assets 57,484 47,922 44,885 45,546 49,862 

Non-current assets 

Trade and other receivables 315 315 315 315 315 

Financial assets 250 250 250 250 250 

Property, plant, equipment and infrastructure 1,636,398 1,708,932 1,859,164 1,907,014 2,074,571 

Investment property 40,599 40,599 41,829 41,829 34,500 

Total non-current assets 1,677,562 1,750,096 1,901,558 1,949,408 2,109,636 

Total assets 1,735,046 1,798,018 1,946,443 1,994,954 2,159,498 

Current liabilities 

Trade and other payables 16,470 19,843 17,067 17,923 20,608 

Trust funds and deposits 522 522 522 522 522 

Provisions 15,917 16,798 17,738 18,739 19,807 

Interest-bearing loans and borrowings 1,496 1,939 1,915 1,911 2,024 

Total Current Liabilities 34,405 39,102 37,242 39,095 42,961 

Non-current liabilities 

Trust funds and deposits 3,072 3,072 3,072 3,072 3,072 

Provisions 8,633 9,210 9,813 10,442 11,099 

Interest-bearing loans and borrowings 13,875 20,936 20,871 21,960 19,936 

Total Non-Current Liabilities 25,580 33,218 33,756 35,474 34,107 

Total liabilities 59,985 72,320 70,998 74,569 77,068 

Net assets 1,675,061 1,725,698 1,875,445 1,920,385 2,082,430 

Equity 

Accumulated surplus 922,474 973,111 1,022,588 1,067,528 1,118,177 

Asset revaluation reserve 745,536 745,536 845,806 845,806 957,202 

Other reserves 7,051 7,051 7,051 7,051 7,051 

Total equity 1,675,061 1,725,698 1,875,445 1,920,385 2,082,430 

60


Appendix A 

Budgeted Standard Cash Flow Statement 


Forecast 

Actual 

Budget 


Projections 

2011/12 2012/13 2013/14 2014/15 2015/16 

$’000 $’000 $’000 $’000 $’000 

Inflows Inflows Inflows Inflows Inflows 

(Outflows) (Outflows) (Outflows) (Outflows) (Outflows) 

Cash flows from operating activities 

Rates and charges 108,204 117,211 125,891 134,792 144,405 

Grants - recurrent 27,842 31,854 33,499 35,205 37,014 

Grants - non-recurrent 6,581 10,439 7,740 5,250 4,800 

User fees 18,124 19,421 19,836 21,388 22,005 

Statutory fees and fines 7,500 7,973 8,135 8,345 8,566 

Property rental 885 1,058 1,090 1,122 1,156 

Interest 2,403 2,234 2,234 2,234 2,234 

Contributions 3,997 2,854 2,942 3,029 3,120 

Employee benefits (74,756) (82,252) (87,766) (93,537) (99,448) 

Materials and services (51,711) (45,566) (48,542) (51,518) (54,603) 

Grants, contributions and donations (3,934) (4,686) (5,176) (5,341) (5,510) 

Other expenses (3,197) (3,604) (3,822) (4,051) (4,293) 

Utility costs (4,781) (5,195) (5,343) (5,903) (6,522) 

Net cash provided by operating activities 37,157 51,741 50,718 51,015 52,924 

Cash flows from investing activities 

Payments for property, plant, equipment and infrastructure (55,346) (69,795) (55,430) (52,291) (60,033) 

Proceeds from sales of property, plant, equipment and 

infrastructure 2,189 696 1,600 800 13,100 

Net cash used in investing activities (53,157) (69,099) (53,830) (51,491) (46,933) 

Cash flows from financing activities 

Finance costs (1,137) (1,410) (1,586) (1,747) (1,612) 

Repayment of interest-bearing loans and borrowings (3,656) (1,496) (1,939) (1,915) (1,911) 

Proceeds from interest-bearing loans and borrowings - 9,000 1,850 3,000 - 

Net cash (used in) flows from financing activities (4,793) 6,094 (1,675) (662) (3,523) 

Net increase (decrease) in cash and cash equivalents (20,793) (11,264) (4,787) (1,138) 2,468 

Cash and cash equivalents at the beginning of the financial year 59,451 38,658 27,394 22,607 21,469 

Cash and cash equivalents at the end of the financial year 38,658 27,394 22,607 21,469 23,937 

61


Appendix A 

Budgeted Standard Capital Works Statement 


Forecast 


Actual Budget 

Projections 

2011/12 2012/13 2013/14 2014/15 2015/16 

$’000 $’000 $’000 $’000 $’000 

Capital works areas 

Roads and traffic - preservation 8,648 5,942 6,221 6,275 6,568 

Roads and traffic - new works 7,798 5,187 3,275 3,195 5,230 

Footpath infrastructure 4,095 4,363 4,465 4,335 5,591 

Drainage infrastructure 2,387 310 325 345 370 

Major leisure facilities 4,217 825 7,955 12,750 13,480 

Parks and reserves 6,371 19,080 19,484 5,440 8,445 

Community facilities 2,857 8,870 2,895 9,540 8,300 

Waste management 887 1,660 1,480 1,000 1,120 

Town activity centres 544 1,515 75 2,235 200 

Civic/corporate 17,543 7,650 5,707 7,260 12,297 

Works carried forward from prior year - 17,353 - - - 

Total capital works 55,347 72,755 51,882 52,375 61,601 

Represented by: 

New assets 33,208 43,653 31,129 31,425 36,961 

Asset renewal 22,139 29,102 20,753 20,950 24,640 

Total capital works 55,347 72,755 51,882 52,375 61,601 

62


Appendix B 

Appendix B - Statutory Disclosures 

This appendix presents information which the Act and the Regulations require to be 

disclosed in the Council’s annual budget. 

The appendix includes the following budgeted information: 

• Borrowings 

• Rates and charges 

• Differential rates 

63


Appendix B 

Statutory Disclosures 

1. Borrowings 

2011/12 

$ 

2012/13 

$ 

New borrowings (other than refinancing) 0 9,000 

Debt redemption 3,656 1,496 

2. Rates and charges 

2.1 The proposed rate in the dollar for each type of rate to be levied: 

Type of Property 2011/12 

cents/$CIV 

2012/13 

cents/$CIV 

General rate (Non-Farm Properties) 0.3893 0.3664 

General rate (Farm / Urban Farm Properties) 0.3893 0.3664 

2.2 The estimated amount to be raised by each type of rate to be levied: 


$ 

2012/13 

$ 

Non-Farm Properties 95,680,544 103,043,009 

Farm / Urban Farm Properties 2,722,501 3,013,438 

2.3 The estimated total amount to be raised by rates: 

2011/12 

2012/13 

$ 

$ 

Total rates to be raised 98,403,045 106,056,447 

2.4 The proposed percentage change in the rate in the dollar for each type of rate 

to be levied compared to that of the previous financial year: 


Change 

% 

2012/13 

Change 

% 

Non-Farm Properties 6.20 (5.88) 

Farm / Urban Farm Properties 6.20 (5.88) 

2.5 The number of assessments for each type of rate to be levied compared to the 

previous year: 

Type of Property 2011/12 2012/13 

Non-Farm Properties 65,477 67,373 

Farm / Urban Farm Properties 402 355 

Total number of assessments 65,879 67,728 

64


Appendix B 

2.6 The basis of valuation to be used is the Capital Improved Value (CIV). 

2.7 The estimated total value of land in respect of which each type of rate is to be 

levied compared with the previous year: 


$ 

2012/13 

$ 

Non-Farm Properties 24,577,586,437 28,123,091,740 

Farm / Urban Farm Properties 699,32,391 822,445,000 

Total 25,276,918,828 28,945,536,740 

2.8 Sustainable Farm Rebate 

Council considers that the Sustainable Farm Rebate will contribute to the equitable 

and efficient carrying out of its functions and advises that it intends to provide this 

rebate for properties which are classified as farm or urban farm as defined as ‘Farm 

Land’ in Section 2 (1) of the Valuation of Land Act 1960. The rebate will be provided 

subject to those owners satisfying the requirements of Council’s Sustainable Land 

Management Policy. This rebate of the general rate is calculated against the Capital 

Improved Value of eligible properties. 

The objectives of the Sustainable Farm Rebate are: 

a. To encourage the efficient and productive agricultural use of rural land. 

b. To encourage responsible weed reduction and minimisation practices. 


Farm / Urban Farm Properties – Sustainable 

Farm Rebate 

23% 23% 

2.9 The estimated total amount to be rebated: 


$ 

2012/13 

$ 

Farm / Urban Farm Properties – Sustainable (465,000) (467,000) 

Farm Rebate 

Total (465,000) (467,000) 

The amount provided for rebates is indicative of the historical applications of the 

Sustainable Farm Rebate to those property owners who make a successful 

application. A maximum of $693,090 could be rebated if the Sustainable Farm 

Rebate was applied to all eligible properties. 

2.10 Sustainable Land Rebate 

Council considers that the Sustainable Land Rebate will contribute to the equitable 

and efficient carrying out of its functions and advises that it intends to provide this 

rebate for land zoned Rural, Green Wedge and Green Wedge A having an area 

greater than 0.4 ha but not being ‘Farm Land’ as defined in Section 2 (1) of the 

Valuation of Land Act 1960. The rebate will be provided subject to those owners 

satisfying the requirements of Council’s Sustainable Land Management Policy. This 

rebate of the general rate will be calculated against the Site Value of eligible 

properties and is limited to a maximum of $1,000 per assessment. 

65


Appendix B 

The objectives of the Sustainable Land Rebate are: 

a. To provide a framework for rural land holders (non-farm land status above 0.4 ha) to 

develop and manage their land in an ecologically, economically and socially 

sustainable manner. 

b. To encourage, support and in some instances require rural land holders to better 

manage rural land. 


Rural, Green Wedge and Green Wedge A 15% 15% 

2.11 The estimated total amount to be rebated: 

The amount provided for rebates is indicative of the historical applications of the Sustainable 

Land Rebate to those property owners who make a successful application. 


$ 

2012/13 

$ 

Rural, Green Wedge and Green Wedge A (215,000) (243,000) 

Total (215,000) (243,000) 

2.12 The proposed unit amount to be levied for each type of charge under section 

162 of the Act: 

Type of Charge 

Per Rateable Property 

2011/12 

$ 

2012/13 

$ 

Garbage 

Garbage (Upgrade from 140L to 240L) 82.00* 86.00* 

Garbage (Additional Service 240L) 192.00* 201.00* 

Garbage (Additional Service140L) 110.00* 115.00* 

Garbage Non-Residential (240L) 192.00 201.00 



Garbage Discount (80L First Service) (14.00) (15.00) 

Garbage (Additional 80L) 63.00* 66.00* 

Recycling 

Recycle (additional 140L or 240L) 51.00* 53.00* 

Recycle (Non-Residential 140L or 240L) 51.00* 53.00* 

Organics 

Organics 140L Service 87.00* 91.00* 

Organics 240L Service 101.00* 106.00* 

Organics 140L Service Non-Residential 87.00* 91.00* 

Organics 240L Service Non-Residential 101.00* 106.00* 

Organics 140L Additional Service 87.00* 91.00* 

Organics 240L Additional Service 101.00* 106.00* 

Organics 140L or 240L Bin Delivery & 

Establishment Fee 

55.00* 5 57.00* 

Organics 140L or 240L Bin Change Over Fee 27.50* 28.50* 

Note:* GST is not charged on optional waste charges on properties of a residential 

nature. For non-residential optional waste services, GST will be charged and 

will be in addition to the tax exclusive amounts disclosed for 2012/13. 

66


Appendix B 

2.13 The estimated amounts to be raised for each type of charge to be levied 

compared to the previous year are: 

Type of Charge 2011/12 

$ 

2012/13 

$ 

Garbage 50,000 68,000 

Recycling 25,000 27,000 

Organics 1,444,000 1,630,000 

Total 1,519,000 1,725,000 

2.14 The estimated total amount to be raised by rates and charges is: 

$108,871,447 - including Sustainable Farm and Land rebates, Waste Charges 

and $1,800,000 of Supplementary Rates. 

2.15 There are no known significant changes, which may affect the estimated 

amounts to be raised by rates and charges. However, the total amount to be 

raised by rates and charges may be affected by: 

• The making of supplementary valuations; 

• The variation of returned levels of value (e.g. valuation appeals); 

• Changes of use of land such that rateable land becomes non-rateable land and vice 

versa; 

• Successful applications for the Sustainable Farm Rebate or the Sustainable Land 

Rebate or the discontinuance of same; and 

• The application or cancellation of optional chargeable waste services. 

Differential rates 

No differential rates are applied as Council adopts a uniform rate for all rateable property 

types. 

67


Appendix C 

Appendix C - Capital Works Program 

This appendix presents a listing of the capital works projects that will be undertaken for the 

2012/13 year. 

The capital works projects are grouped by class and include the following: 

• New works for 2012/13 

• Works carried forward from the 2011/12 year. 

68

Hume City Council - Budget Report 2012/13 

Appendix C 

INDICATIVE FOUR YEAR CAPITAL WORKS PROGRAM 2012/13 TO 2015/16 - SUMMARY 

Categories 

Category 1 - Road and Traffic Periodic Asset Preservation 

Cat 1A - Local Road Spray Reseals 

Cat 1B - Local Road Asphalt Resurfacing 

Cat 1C - Carpark Resurfacing 

Cat 1D - Kerb and Channel Rehabilitation 

Cat 1E - Gravel Road Rehabilitation 

Total 

Category 2 - Road and Traffic - New Works 

Cat 2A - Road Construction/Reconstruction 

Cat 2B - Traffic Management 

Cat 2C - Major Signage 

Total 

Category 3 - Footpath Infrastructure 

Cat 3A - Footpath Rehabilitation 

Cat 3B - Footpath New Works 

Total 

Category 4 - Drainage Infrastructure 

Cat 4A - Rehabilitation Works Drainage 

Total 

Category 5 - Major Leisure Facilities 

Cat 5A - Rehabilitation & Refurbishment Leisure Facilities 

Cat 5B - New Leisure Facilities 

Total 

Category 6 - Parks and Reserves 

Cat 6A1 - Active Reserves Rehabilitation 

Cat 6A2- Active Reserves New Works 

Cat 6B1 - Passive Parks Rehabilitation 

Cat 6B2 - Passive Parks New Works 

Cat 6C1 - Road Reserves Rehabilitation 

Cat 6D1 - Environmental & Natural Areas 

Total 

Category 7 - Community Facilities 

Cat 7A - Buildings and Facilities Rehabilitation 

Cat 7B - Buildings and Facilities New Works 

Total 

Category 8 - Waste Management 

Cat 8 - Bins 

Cat 8 - Landfill Infrastructure 

Total 

Category 9 - Town Activity Centres 

Total 

Category 10 - Civic/Corporate 

Cat 10A - Minor Ward Works 

Cat 10B - New Works Building and Facilities 

Cat 10C - Information Systems 

Cat 10D - Land Acquisition 

Cat 10E - Miscellaneous 

Cat 10F - Plant 

Total 

GRAND TOTAL 

PROJECTS CARRIED FORWARD FROM 2011/12 

TOTAL INCLUDING CARRIED FORWARD 

2012/13 2013/14 2014/15 2015/16 

$000 $000 $000 $000 

872 915 961 1,009 

3,800 3,992 4,191 4,400 

159 166 200 210 

368 386 405 425 

743 762 518 524 

5,942 6,221 6,275 6,568 

4,102 2,160 2,045 4,050 

1,060 1,090 1,120 1,150 

25 25 30 30 

5,187 3,275 3,195 5,230 

3,120 3,150 3,200 3,350 

1,243 1,315 1,135 2,241 

4,363 4,465 4,335 5,591 

310 325 345 370 

310 325 345 370 

75 1,845 - 130 

750 6,110 12,750 13,350 

825 7,955 12,750 13,480 

1,035 2,010 515 440 

15,990 15,124 2,450 5,470 

1,315 1,450 1,555 1,650 

390 825 535 625 

180 45 - - 

170 30 385 260 

19,080 19,484 5,440 8,445 

1,500 565 250 4,550 

7,370 2,330 9,290 3,750 

8,870 2,895 9,540 8,300 

330 350 440 440 

1,330 1,130 560 680 

1,660 1,480 1,000 1,120 

1,515 75 2,235 200 

1,515 75 2,235 200 

360 360 360 360 

1,370 1,270 2,663 7,580 

850 900 950 950 

700 - - - 

1,650 150 150 150 

2,720 3,027 3,137 3,257 

7,650 5,707 7,260 12,297 

55,402 51,882 52,375 61,601 

17,353 

72,755 51,882 52,375 61,601 

69

70 


Appendix C 

INDICATIVE FOUR YEAR CAPITAL WORKS PROGRAM 2012/13 - 

2015/16 PROPOSED PROJECTS 

Description Locality 2012/13 2013/14 2014/15 2015/16 

Category 1 - Road and Traffic Periodic Asset Preservation 

Cat 1A - Local Road Spray Reseals 

Local Road Spray Reseals City Wide ✔ ✔ ✔ ✔ 

Cat 1B - Local Road Asphalt Resurfacing 

Local Road Asphalt Resurfacing City Wide ✔ ✔ ✔ ✔ 

Cat 1C - Car park Resurfacing 

Car park Reseal City Wide ✔ ✔ ✔ ✔ 

Cat 1D - Kerb and Channel Rehabilitation 

Condition based and reactive component City Wide ✔ ✔ ✔ ✔ 

Rehabilitation associated with Cat 1B Asphalt Resurfacing City Wide ✔ ✔ ✔ ✔ 

Cat 1E - Gravel Road Rehabilitation 

Gravel Road resheeting City Wide ✔ ✔ ✔ ✔ 

New spray seals over gravel roads City Wide ✔ ✔ ✔ ✔ 

Category 2 - Road and Traffic - New Works 

Cat 2A - Road Construction/Reconstruction 

Road Management Plan - Reactive Capital Works annual program City Wide ✔ ✔ ✔ ✔ 

Reconstruct Cuthbert Street, from Joffre St to Blair St, Broadmeadows Broadmeadows ✔ 

Settlement Road West - Sealing Car park Sunbury ✔ 

Washington Street, Dallas (King St to Doy St) - reconstruction Dallas ✔ 

Cornish Street - Construct northern end Sunbury ✔ 

Boardman Stadium car parking upgrade Sunbury ✔ 

Nepean Street - replace kerb and channel between Gerbert St and Jacana Ave 

and resheet 

Broadmeadows ✔ 

Selwyn Ave - replace kerb & channel west side only between Dianne Ave & 

Craigieburn Service Rd and resheet 

Craigieburn 

✔ 

Clarke Oval Stadium - Car park upgrading Sunbury ✔ 

Lakeside Drive Reserve - Car Park around ground Roxburgh Park ✔ 

Rex Road reconstruction (between Cooper Street & Northbourne Road) Campbellfield ✔ 

Konagaderra Road widening, from Havelock Road to Wildwood Road North, 

Clarkefield. 

Clarkefield ✔ ✔ 

Fawkner Street - Main carriageway reconstruction Westmeadows ✔ ✔ 

Remedial works (repairs to rock walls/bridge batters) to pedestrian underpasses 

in Roxburgh Park (5 sites - Donald Cameron Dve south of Kennedy Pde, east of 

Roxburgh Park Dve and north of Lakeside Dve, Roxburgh Park Dve, north of 

Donald Cameron Dve and north of Matthews Cres) 

Roxburgh Park 

✔ 

Barry Road shops car parking - special charge scheme Campbellfield ✔ 

Raleigh Street verge upgrade Westmeadows ✔ 

Benalla St and Terang St - renew road humps Dallas ✔ 

Goulburn Street (Cuthbert St to Old Broadmeadows swim centre site) - 

reconstruction 

Broadmeadows 

✔ 

Custom Road - reconstruction Tullamarine ✔ 

Tanderrum Way, Broadmeadows, Pearcedale Pde. to Pascoe Vale Road - 

streetscape and civil infrastructure improvements. 

Broadmeadows 

✔ 

Langton Street Kerb and Channel replacement, between Sunset Blvd & Elenor 

St 

Jacana 

✔ 

Ortolan Avenue - reconstruction Broadmeadows ✔ 

Chestnut Street, from Somerset Rd to Sycamore Ave - reconstruction Campbellfield ✔ 

Nicholas Street - reconstruction Broadmeadows ✔ 

Walters Street, Craigieburn (Craigieburn Rd to end No. 23) - reconstruction Craigieburn ✔ 

Avalon Avenue - reconstruction Broadmeadows ✔ 

King William Street - reconstruction Broadmeadows ✔ 

Duncans Lane - pavement rehabilitation and widening (From Bulla Diggers Rest 

Road to Thompsons Road) 

Diggers Rest 

✔ 

Potter Street - upgrade of road from Note Printing to Hume Hwy on-ramp. 

Reconstruction/rehabilitation of pavement, footpath, kerb & channel both sides, 

drainage and extension of the steel culvert, guard rail installation/modification 

around the Hume Hwy bridge piers and road safety measures at the bend. 

Craigieburn 

✔

71 


Appendix C 



Cat 2B1 - Traffic Management 


Responsive Road Safety Works - annual requirement. Municipal Wide City Wide ✔ ✔ ✔ ✔ 

Annual Provision of Traffic Management Facilities from updated Priority Lists 

(includes new LATM'S and updated safety assessments) 

City Wide ✔ ✔ ✔ ✔ 

Cat 2B2 - LOCAL AREA TRAFFIC MANAGEMENT 

Traffic management works recommended in newly approved Local Area Traffic 

Management studies 


Cat 2C - Major Signage 

Major Signage City Wide ✔ ✔ ✔ ✔ 

Category 3 - Footpath Infrastructure 

Cat 3A - Footpath Rehabilitation 

Footpath Rehabilitation City Wide ✔ ✔ ✔ ✔ 

Cat 3B - Footpath New Works 

Walking & Cycling Strategy - ongoing annual funding City Wide ✔ ✔ ✔ ✔ 

Connecting Craigieburn Pathways Craigieburn ✔ 

Hume Highway East side between Campbell Street and Berwick Road Campbellfield ✔ 

Hume Highway west side between Camp Road and Somerset Road Campbellfield ✔ 

Johnston Street Ripplebrook Drive to Johnston/Elizabeth Turnoff Broadmeadows ✔ 

Mitchell's Lane south side - from Kingsley Drive to Border Blvd Sunbury ✔ 

Pascoe Vale Road - west side between Dunkeld Street and Shankland Blvd Meadow Heights ✔ 

Pascoe Vale Road - east side between Reservoir Dve and Hotel Meadow Heights ✔ 

Pedestrian / cycle path linking Greenvale directly with Meadow Heights (W&CS 

project) 

Merri Creek Bike Path – Western Ring Rd to Barry Rd Stage 2 Construction 

(Pipemakers Park to Somerset Road) 

Riddell Road - Spavin Dve to Aldridge Dve (north side), including footpath at 

Sunbury Hospital bus stop 

Greenvale / Meadow 

Heights 

Campbellfield 

Sunbury 

Haddington Street (north side) and Elgin Road (west side) Greenvale ✔ 

Drummond St - footpath construction btw No. 20 and Swinton Way western side: 

Eastern side in front of reserve (btw school and No. 27) 

Greenvale 

✔ 

Cornish Street - south side between Horne Street and Ligar Street Sunbury ✔ 

Station Street - north side between Barkly Street and Jackson Street Sunbury ✔ 

Hothlyn Drive - between Stockton St and Walters St (east side) Craigieburn ✔ 

Maffra Street - eastern side between No. 16-22 and No. 40 Coolaroo ✔ 

No. 207 Gap Road - front of Baptist Church Sunbury ✔ 

Hudson Circuit - west side between Malmsbury Drive & Visycares Learning 

Centre and between Papworth Place & Paringa Boulevard 

Meadow Heights 

✔ 

Terang Street between King St and Tempy Court on south side Dallas ✔ 

Potter Street - construction footpath in Potter Street between Craigieburn 

Railway Station to Note Printing Factory, Note Printing Works to Sydney Road 

and connecting Sydney Rd (west side) to the intersection Sydney Rd/Rushwood 

Dr 

Craigieburn 

Roxburgh Park Drive - construct footpath west side b/w Silvester Pde and James 

Mirams Dve 

Roxburgh Park 

Silvester Parade (south side) between Roxburgh Park and McPherson Blvd Roxburgh Park ✔ 

Elizabeth Drive to Spavin Dam Sunbury ✔ 

Rossiter Avenue Roxburgh Park ✔ 

✔ 

✔ 

✔ 

✔ 

✔ 

Meadowlink Path - Seabrook Reserve through Broadmeadows CAD, Johnstone 

Street Reserve and link to the Western Ring Road Bike Path 

Broadmeadows 

✔ 

Category 4 - Drainage Infrastructure 

Cat 4A - Rehabilitation Works Drainage 

Drainage infrastructure upgrade/flood mitigation City Wide ✔ ✔ ✔ ✔ 

CCTV camera inspections of drainage network to determine condition. City Wide ✔ ✔ ✔ ✔ 

Pit upgrade program City Wide ✔ ✔ ✔ ✔

72 


Appendix C 




Category 5 - Major Leisure Facilities 

Cat 5A - Rehabilitation & Refurbishment Leisure Facilities 

Sunbury Aquatic Centre - Air Handling System refurbishment Sunbury ✔ ✔ 

Craigieburn Bowling Club - reconstruction of clubhouse (refer asset condition 

report) 

Craigieburn 

✔ 

Broadmeadows Leisure Centre - Replace gymnasium ceiling & painting of gym 

internal area 

Broadmeadows 

✔ 

Broadmeadows Leisure Centre 

Major upgrade of existing air-handling equipment as existing is beyond 

serviceable life and obsolete and existing electrical required to meet new 

Broadmeadows 

✔ 

standards. 

Craigieburn Leisure Centre - pool air handling refurbishment Craigieburn ✔ 

Craigieburn Leisure Centre - gymnasium carpet replacement Craigieburn ✔ 

Cat 5B - New Leisure Facilities 

Broadmeadows Leisure Centre - Stage 1 Redevelopment - construction of 

covered 50m pool to replace outdoor pool in Goulburn Street, new entry off 

Tanderrum Way and replacement car parking. 

Design 2011/12, construction of car park 2011/12, building construction 2012/13 

& 2013/14 

Broadmeadows 

✔ 

Craigieburn Leisure Centre Sports courts upgrade. Stage 2 - fixed seating Craigieburn ✔ 

Craigieburn Aquatic Centre Development. Design, documentation and 

construction 

Craigieburn ✔ ✔ ✔ ✔ 

BLC Redevelopment - Landscape Works - to be undertaken in conjunction with 

project 507 - BLC Stage 1 Redevelopment 

Broadmeadows 

✔ 

Sunbury Aquatic Centre Upgrade - Stage 2 (incl hydrotherapy) - design, 

documentation and construction 

Sunbury ✔ ✔ 

Broadmeadows Leisure Centre - Reduction in depth of existing 25m pool due to 

change in programming usage with provision of new pool 

Broadmeadows 

✔ 

Category 6 - Parks and Reserves 

Cat 6A1 - Active Reserves Rehabilitation 

Warm Season Grass Planting Program City Wide ✔ ✔ ✔ ✔ 

Craigieburn Golf Course - Irrigation upgrade Craigieburn ✔ ✔ 

Boardman Reserve - Athletics Track Improvements Sunbury ✔ 

Leo Dineen Reserve - Lighting Upgrade Tullamarine ✔ 

Gladstone Park Reserve - Relocation / realignment / moving cricket pitch and 

Upgrade to irrigation system to better utilise 2 pitches at Reserve 

Gladstone PArk 

✔ 

Laura Douglas Reserve - Oval 2 - Upgrade Lights to Light Tower Dallas ✔ 

Westmeadows Tennis Club - resurfacing 3 courts Westmeadows ✔ 

DS Aitken Reserve - Cricket net repairs Craigieburn ✔ 

Donnybrook Reserve - Cricket net replacement Donnybrook ✔ 

Sunbury Skate Park - asphalting surrounds and repairs, new furniture Sunbury ✔ 

Hothlyn Drive Reserve - entry road works (west access) and shade structure Craigieburn ✔ 

Turf Rejuvenation - Drought Conditions Recovery City Wide ✔ ✔ ✔ 

Sports ground lighting audit and upgrade program City Wide ✔ ✔ ✔ 

Greenvale Skate Park - asphalting surrounds & landscape improvement works Greenvale ✔ 

Roxburgh Park Skate Park - asphalting surrounds & repairs, linking pathway, 

bollards 

Roxburgh Park 

✔ 

Cat 6A2 - Active Reserves New Works 

John Ilhan (BVP) Reserve - Development of Regional Soccer Facility Broadmeadows ✔ ✔ 

Craigieburn Town Centre Sports Fields 

Stage 1 design & construction - Synthetic athletics track with soccer infield, 2 

additional soccer fields and basic pavilion & seating. 

Stage 2 - Pavilion upgrade 

Craigieburn ✔ ✔ ✔ 

Sub-district Outdoor Recreation Facilities - Activity Centre 3 - DP 5 

Regional Tennis Facility - Community pavilion, 18 courts and car parking 

Craigieburn ✔ ✔ 

District Outdoor Recreation Facilities - Cricket & Soccer facility - 2 ovals/3 soccer 

pitches, 2 pavilions & car parking , Greenvale Lakes East 

Greenvale ✔ ✔

73 


Appendix C 




Greenvale Recreation Reserve - Stage 1 implementation of Master Plan Greenvale ✔ 

Progress Reserve - training lights Dallas ✔ 

Boardman Reserve - netball lighting and shelter Sunbury ✔ 

Pavilion Strategy City Wide ✔ 

Skate/BMX Strategy - Annual funding allocation to progressively upgrade 

existing and develop new skate & BMX facilities Hume wide 

City Wide ✔ ✔ ✔ 

Highgate Recreation Reserve oval 2 electronic scoreboard Craigieburn ✔ 

Bring services to site for Broadmeadows Festival, North Corporate Broadmeadows ✔ 

Highgate Recreation Reserve Development Stage 2 - completion of car parks, 

Oval 2 sub-surface drainage and playground area improvement 

Craigieburn 

✔ 

Sub-district Outdoor Recreation Facilities Activity Centre 4 - DP 11 and 13 - 1 

oval & basic pavilion 

Craigieburn 

✔ 

Barrymore Road Recreation Reserve - Soccer/Cricket Pavilion (1214/15) and 

soccer training lights (2012/13) 

Greenvale ✔ ✔ 

Greenvale Recreation Reserve - 2nd oval pavilion & training lights Greenvale ✔ 

Vic Foster Reserve - Install irrigation, re-level oval Craigieburn ✔ 

Stage 2 of Craigieburn skate facility Craigieburn ✔ 

Lakeside Drive Oval - fencing behind goals Roxburgh Park ✔ 

Roxburgh Park Football Club (Lakeside Drive) - footpath and verandah Roxburgh Park ✔ 

Cycling criterion track - location to be determined Craigieburn ✔ 

Cat 6B1 - Passive Parks Rehabilitation 

Upgrading of Neighbourhood open space (refer Open Space Strategy) City Wide ✔ ✔ ✔ ✔ 

Playground renewal program (Parks and Children's Services). Program to be 

based on current audit of playgrounds & equipment. Projects individually listed 

from previous priority lists and included and prioritised as part of the renewal 

program. Includes Childcare Centre yards. 


Broadmeadows Valley Park - Continue implementation of management plan - 

signage, paths, landscaping, car parks, parks - Infrastructure staged planning / 

design / documentation over 10 years 

Westmeadows, 

Broadmeadows, Jacana 

✔ ✔ ✔ ✔ 

Post and rail fencing/bollards rehabilitation City Wide ✔ ✔ ✔ ✔ 

Park furniture rehabilitation City Wide ✔ ✔ ✔ ✔ 

Implementation of City Amenity Strategy City Wide ✔ 

Fantasy Park - relocation of playground equipment to Tarcoola Reserve Meadow Heights ✔ 

Tullamarine Reserve - upgrade landscaping, shade structure and seating Tullamarine ✔ 

Rehabilitation of hard landscape - rock beaching, rock walls, concrete walls, 

sleeper walls 

City Wide ✔ ✔ ✔ 

Cat 6B2 - Passive Parks New Works 

Post and rail fencing/bollards - responsive works City Wide ✔ ✔ ✔ ✔ 

Park furniture - responsive works City Wide ✔ ✔ ✔ ✔ 

Interpretive Signage Program City Wide ✔ ✔ ✔ ✔ 

Regional (Iconic) Park Development City Wide ✔ ✔ ✔ ✔ 

Lakeside Reserve Barbecue, seating, shade & tables Roxburgh Park ✔ 

Craigieburn Gardens - Implementation of revised master plan Craigieburn ✔ ✔ ✔ ✔ 

Bambury Court - Implement concept plan for park connecting with new Merri 

Creek Park and bicycle track (supports Merri Creek Park Plan) 

Campbellfield 

✔ 

Sunbury Skate Park /BMX Track Landscape Improvements Sunbury ✔ 

Craigieburn Gardens - dog play facility Craigieburn ✔ 

Sunbury Park - dog play facility Sunbury ✔ 

Cimberwood Drive Reserve - Additional play equipment, shade structure and 

picnic area 

Craigieburn 

✔ 

Maguire Drive Reserve Develop concept plan and implement works Sunbury ✔ 

Somerton Road Reserve Concept plan and implementation of works Somerton ✔ 

Exercise Stations - creek reserves in Sunbury - exact location to be determined Sunbury ✔ 

Cat 6C1 - Road Reserves Rehabilitation 

Riddell Road Street Beautification Sunbury ✔

74 


Appendix C 




Riddell Road / Horne Street high profile site landscape plan irrigation, 

implementation 

Sunbury 

✔ 

Riddell Road median strip landscape plan link to Riddell Road / Horne Street 

roundabout works 

Sunbury 

✔ 

Cat 6D1 - Environmental & Natural Areas 

Moonee Ponds Ck - Mickleham Rd to Deviation Rd, complete creek restoration, 

signage, seating 

Westmeadows ✔ 

Jacksons Ck - Emu Bottom Res, complete creek restoration, erosion control, 

weed & rabbit control, reveg, signage 

Sunbury 

✔ 

Moonee Ponds Ck - Deviation Rd to Jacana Res bridge, develop concept plan, 

link to Johnson St Res and Activity Plan 

Jacana ✔ ✔ 

Moonee Ponds Ck - Jacana Res bridge to Western Ring Rd, link to new wetland, 

reveg, signage, seating, paths 

Jacana 

✔ 

Albert Rd Nature Reserve Stage 1 Concept plan Sunbury ✔ 

Greenvale Rec Res Grasslands - implement drainage plan and remnant 

protection 

Greenvale 

✔ 

Aitken Ck below Craigieburn Gardens - implement plan to develop regional park, 

path linkage, reveg/weed control, signage 

Craigieburn 

✔ 

Category 7 - Community Facilities 

Cat 7A - Buildings and Facilities Rehabilitation 

Public Toilets reconstruction/upgrade 2012/13 - Johnstone Street Reserve City Wide ✔ ✔ ✔ ✔ 

Upgrade clubroom amenities, Laura Douglas Reserve Dallas ✔ 

Clarke Oval Netball Stadium - Roof refurbishment Sunbury ✔ 

Dallas Tennis Club - toilet upgrade (removal of asbestos, meeting DDA 

compliance, etc.) 

Dallas 

✔ 

Hothlyn Drive Reserve - Pavilion extension Craigieburn ✔ 

Upgrade of Emergency Management Recovery Centres Various ✔ 

Jacana Reserve - Pavilion refurbishment (need subject to Master Plan) Jacana ✔ 

Langama Park Pavilion 1 refurbishment & extension to include public toilets Sunbury ✔ 

Upgrade to Clarke Oval change rooms and pavilion seating. Sunbury ✔ 

Cat 7B - Buildings and Facilities New Works 

Disability Action Plan 

This Plan will guide future Capital Works Projects across a range of Categories - 

incl. 5, 6, 7, 9, 10. 

Individual disability access projects currently listed in these priority lists are being 

incorporateorated in the Plan 


Greenhouse Action Plan - annual program City Wide ✔ ✔ ✔ ✔ 

Broadmeadows Community Hub Broadmeadows ✔ 

Craigieburn Rd Early Childhood Centre - extension Craigieburn ✔ 

Extensions to 3 Early Childhood Centres - Sunningdale, Sunbury; Bradford Av, 

Greenvale; and Malcolm Creek, Craigieburn 

Craigieburn / Sunbury ✔ ✔ ✔ 

Olrig Interpretive Signage Craigieburn ✔ 

Gibb Reserve - Extend Pavilion Dallas ✔ 

Attwood House Community Centre expansion Attwood ✔ 

Visycares Learning Centre - feasibility study for stage 2 Meadow HeightsS ✔ 

Sunbury Recreation Reserve Clubhouse to serve BMX and skate requirement 

and construction of public toilets 

Sunbury 

✔ 

Community Hub Activity Centre 4 - DP 11 & 13. Craigieburn ✔ 

R3 Community Hub Activity Centre associated with area west of proposed PASK 

development. 

Greenvale 

✔ 

Category 8 - Waste Management 

New Recycling, Garbage & Organics bins - growth City Wide ✔ ✔ ✔ ✔ 

Riddell Road Landfill - Infrastructure & environmental works Sunbury ✔ ✔ 

Bolinda Road Landfill - Resource Recovery Centre Infrastructure Works and 

Landfill aftercare (incl leachate management) 

Campbellfield ✔ ✔ ✔ ✔ 

Bolinda Road Landfill Master plan Implementation Campbellfield ✔ ✔ ✔ ✔ 

Category 9 - Town Activity Centres 

Sunbury Town Centre Redevelopment 

2012/13 - Stages 6 - West end Brook Street, 

2014/15 - Stage 7 - O'Shannassy Street west side 

Sunbury ✔ ✔

75 


Appendix C 




Local Shopping Centres upgrades/urban renewal (e.g. Kingswood, Pine Way, 

G/Park, Tullamarine, etc) 

Craigieburn ✔ ✔ ✔ ✔ 

Sunbury Town Centre Plan (Council meeting 14 July 08) 

- Footpath improvements to and around the town centre (Includes the Sunbury 

Missing Links project - 2012/13)) 

- Implement parking and traffic action plan recommendations - parking, cycling, 

and signage improvements 

- Adopt and apply a planting theme along the rail corridor to soften and add 

interest to this corridor - landscape architect 

- Adopt and apply a planting themes along Horne, Cornish and Macedon Streets 

that better links the Sunbury Recreation reserve, Railway Station, Village Green 

and the Town Centre 

- Extend the planting program of the Sunbury Town Centre Renewal Project 

along Evans St to the Grasslands Site 

- Commission and install permanent and temporary public artwork that are 

appropriate to the town centre 

Sunbury ✔ ✔ 

Dargie Court - minor upgrade - furniture, trees, paving Dallas ✔ 

Improve fountain area or remove fountain on corner of Village Green and other 

remedial works associated with the Town Centre. 

Sunbury 

✔ 

Upgrade lighting in Village Green to match Town Centre and other remedial 

works associated with the Town Centre. 

Sunbury 

✔ 

Category 10 - Civic/Corporate 

Cat 10A - Minor Ward Works 

Airport Ward Total Various ✔ ✔ ✔ ✔ 

Aitken Ward Total Various ✔ ✔ ✔ ✔ 

Jacksons Creek Ward - Total Various ✔ ✔ ✔ ✔ 

Merri Ward - Total Various ✔ ✔ ✔ ✔ 

Library Service Books Hume Global Learning village City Wide ✔ ✔ ✔ ✔ 

Office Furniture upgrade program (Annual amount) Corporate ✔ ✔ ✔ ✔ 

Public Art projects -Refer Public Arts Strategy City Wide ✔ ✔ ✔ ✔ 

Library Management System Corporate ✔ 

Hume Global Learning Centre - Sunbury feasibility study Sunbury ✔ 

Refurbishment of Age Library to create additional space Broadmeadows ✔ 

Hume Global Learning Centre - upper storey office addition. 

Two additional floors - undertaken by developer 

Broadmeadows ✔ ✔ 

Sunbury Depot Office expansion Corporate ✔ 

Merrifield Business Acceleration Corporate ✔ 

Hume Global Learning Centre -Sunbury Stage 1 design 2015/16 Sunbury ✔ 

Cat 10C - Information Systems 

Allocation for equipment replacement and upgrade, software and related projects Corporate ✔ ✔ ✔ ✔ 

Cat 10D - Land Acquisition 

Purchase of Lot 73 Benalla Street from Department of Human Services. Land 

zoned open space. Identified as an important link to Merri Creek corridor. 

Dallas 

✔ 

Purchase of Land for construction of Jackson's Hill road link to Vineyard Road Sunbury ✔ 

Cat 10E - Miscellaneous 

Opportunity Grants for potential Roads and Drains, Parks and Open Space or 

Leisure Projects to match external funds. 


Design for Projects in future works program City Wide ✔ ✔ ✔ ✔ 

Conversion of street lighting to T5 environmental lighting. City Wide ✔ 

Cat 10F - Plant 

Plant Replacement program Corporate ✔ ✔ ✔ ✔


Appendix D 

Appendix D - Key Strategic Activities 

This appendix presents a number of key strategic activities to be undertaken during the 

2012/13 year and performance targets and measures in relation to these. 

76


Appendix D 

Key Strategic Activities 

For the year ending 30 June 2013 



Undertake Community consultation 

for the development of the 2013- 

2017 Council Plan and review of 

the Hume City Plan 2030. 



4 

200 

Economy 


Implement the Hume Economic 

Development Strategy 2030 

including the development of an 

investment attraction framework. 

The value of retail, commercial 

and industrial development. 

2% Annual Increase 

(Base Year 2010/11 

financial year: $177.8M) 

Source: Building Control 

Commission, Building 

Activity Profile. 

Transport 


Implement the Hume Integrated 

Land Use and Transport Strategy. 

Incorporation of the Healthy by 

Design requirements into the 

Hume Planning Scheme. 

Exhibition of amendment. 

Learning 


Establish a multiversity in Hume 

City to improve the range of postsecondary 

education opportunities 

for local residents. 

Secure a higher education 

provider with training being 

delivered through a Hume Global 

Learning Centre (HGLC). 

One provider commences 

higher education training at 

a HGLC. 



Development of the 

Broadmeadows Community Hub. 

Support the Hub tenants with the 

activation of the new facility. 

Two support activities 

undertaken. 

77


Appendix D 

Health Safety and Wellbeing 


Develop and implement a new 

Municipal Public Health Plan 

(MPHP). 



4 

200 

Arts, Leisure and Recreation 


Completion of two major recreation 

facility projects. 

Cost of two projects – capital 

works budget 2012/13: 

• 2 court extension to Boardman 

Stadium – Sunbury 

• Stage 1 - Broadmeadows 

Leisure Centre redevelopment 

and 50 metre pool and new 

entry to Main St. 


Cost $5.5M 


Cost $11.85M 

Appearance of the City 


Implement the Waste Management 

Strategy: 

• Review service provided to 

commercial properties. 

• Develop and implement a 

marketing and communications 

plan to inform and educate the 

community. 

• Review conditions for providing 

additional waste services to 

residential properties. 

• Review the establishment and 

annual fees associated with the 

green organics service. 

• Increase community 

satisfaction rating. 

• Increase the average 

resources recovered from 

waste diversion rate. 

• Increase the number of 

households using the green 

waste service. 

• by 1.5% (very satisfied or 

satisfied) from 86.5% in 

2011/12. (Source: HCC 

community Satisfaction 

Survey). 

• from 36% (2010/11) to 

38% by 2012/13. 

• from 17,535 (June 2012) 

to 19,635 by June 2013. 

78


Appendix D 



Capital Works Program 

Completion of the capital works 

program for 2012/13 on time and 

within budget. 

90% of projects completed. 

Nil variance to budget for 

completed projects. 



Develop a Climate Change 

Adaption Strategy. 

Commenced by Council. 30 June 2013 

79


Appendix E 

Appendix E - Schedule of Fees and Charges 

This appendix presents a listing of the fees and charges for all of Council’s services for the 

2012/13 year. 

The appendix includes the following budgeted information grouped by department: 

• Proposed fees and charges for 2012/13 

• Current fees and charges for 2011/12. 

80


BUDGET 2012 - 2013 FEES & CHARGES 

DEPARTMENT SERVICE DESCRIPTION PROGRAM ITEM 

UNIT OF 

MEASURE 

STATUTORY 

OR SET FEE 

CHARGED 

Appendix E 

UNIT FEE 

CURRENT PROPOSED 

(INC. GST) (INC. GST) 

$ $ 

LEARNING COMMUNITIES Learning Communities Overdues PER DAY SET FEE 0.20 0.20 

Replacement library card PER ITEM SET FEE 2.00 2.00 

Lost/Damaged items PER ITEM SET FEE 10.00 10.00 

Merchandise - Library Bags PER ITEM SET FEE 1.00 1.00 

Book Group Membership - Full PER PERSON SET FEE 55.00 55.00 

Book Group Membership - Concession PER PERSON SET FEE 40.00 40.00 

Photocopying (black & white) A4 PER PAGE SET FEE 0.20 0.20 

Photocopying (black & white) A3 PER PAGE SET FEE 0.40 0.40 

Photocopying (colour) A4 PER PAGE SET FEE 1.50 1.50 

Photocopying (colour) A3 PER PAGE SET FEE 3.00 3.00 

Room Hire/Bookings 

ROXBURGH PARK HOMESTEAD L & A CENTRE Room Hire Gallery SET DAILY FEE SET FEE 170.00 185.00 

GLOBAL LEARNING CENTRE - BROADMEADOWS 


Activities Room - Commercial PER HOUR SET FEE 62.00 65.00 

Activities Room - Government PER HOUR SET FEE 52.00 55.00 

Activities Room - Community / HGLV rate PER HOUR SET FEE 41.00 43.00 

Activities Room - Social Justice PER HOUR SET FEE 23.00 24.00 

Activities Room - Commercial 1/2 DAY SET FEE 217.00 228.00 

Activities Room - Government 1/2 DAY SET FEE 180.00 189.00 

Activities Room - Community / HGLV rate 1/2 DAY SET FEE 143.50 151.00 

Activities Room - Social Justice 1/2 DAY SET FEE 79.00 83.00 

Activities Room - Commercial FULL DAY SET FEE 434.00 456.00 

Activities Room - Government FULL DAY SET FEE 361.00 379.00 

Activities Room - Community / HGLV rate FULL DAY SET FEE 287.00 301.00 

Activities Room - Social Justice FULL DAY SET FEE 158.00 165.00 

Chamber Meeting Room - Commercial PER HOUR SET FEE 118.00 124.00 

Chamber Meeting Room - Government PER HOUR SET FEE 96.00 101.00 

Chamber Meeting Room - Community/ HGLV 

rate PER HOUR SET FEE 73.50 77.00 

Chamber Meeting Room - Groups Assoc. with 

SJ Programs PER HOUR SET FEE 44.00 46.20 

Chamber Meeting Room - Commercial 1/2 DAY SET FEE 413.00 433.65 

Chamber Meeting Room - Government 1/2 DAY SET FEE 336.00 352.80 


rate 1/2 DAY SET FEE 257.00 270.00 


SJ Programs 1/2 DAY SET FEE 154.00 162.00 

Chamber Meeting Room - Commercial FULL DAY SET FEE 826.00 867.00 

Chamber Meeting Room - Government FULL DAY SET FEE 672.00 706.00 


rate FULL DAY SET FEE 514.50 540.00 


SJ Programs FULL DAY SET FEE 308.00 323.00 

Realxing Lounge - Commercial PER HOUR SET FEE 29.00 30.45 

Realxing Lounge - Government PER HOUR SET FEE 23.50 25.00 

Relaxing Lounge - Community / HGLV rate PER HOUR SET FEE 18.50 19.40 

Realxing Lounge - Social Justice PER HOUR SET FEE 14.50 15.20 

Realxing Lounge - Commercial 1/2 DAY SET FEE 101.50 107.00 

Realxing Lounge - Government 1/2 DAY SET FEE 82.50 87.00 

Relaxing Lounge - Community / HGLV rate 1/2 DAY SET FEE 65.00 68.00 

Realxing Lounge - Social Justice 1/2 DAY SET FEE 51.00 54.00 

Realxing Lounge - Commercial FULL DAY SET FEE 203.00 213.00 

Realxing Lounge - Government FULL DAY SET FEE 175.00 184.00 

Relaxing Lounge - Community / HGLV rate FULL DAY SET FEE 140.00 147.00 

Realxing Lounge - Social Justice FULL DAY SET FEE 105.00 110.00 

81


Appendix E 



UNIT OF 

MEASURE 

STATUTORY 

OR SET FEE 

CHARGED 

UNIT FEE 



$ $ 

Computer Training Room 3 - Commercial PER HOUR SET FEE 72.00 76.00 

Computer Training Room 3 - Government Rate PER HOUR SET FEE 56.50 59.30 

Computer Training Room 3 - Community/HGLV 


Computer Training Room 3 - Social Justice PER HOUR SET FEE 20.50 21.50 

Computer Training Room 3 - Commercial 1/2 DAY SET FEE 262.50 276.00 

Computer Training Room 3 - Government Rate 1/2 DAY SET FEE 210.00 221.00 


rate 1/2 DAY SET FEE 140.00 147.00 

Computer Training Room 3 - Social Justice 1/2 DAY SET FEE 70.00 74.00 

Computer Training Room 3 - Commercial FULL DAY SET FEE 504.00 529.00 

Computer Training Room 3 - Government Rate FULL DAY SET FEE 396.00 416.00 



Computer Training Room 3 - Social Justice FULL DAY SET FEE 144.00 151.00 

Seminar Room 4 - Commercial Half Day HALF DAY SET FEE 288.00 302.00 

Seminar Room 4 - Government HALF DAY SET FEE 237.00 249.00 

Seminar Room 4 - Community/HGLV rate - Half 

Day HALF DAY SET FEE 185.50 195.00 

Seminar Room 4 - Social Justice - Half Day HALF DAY SET FEE 103.00 108.00 

Seminar Room 4 - Commercial - Full Day FULL DAY SET FEE 576.00 605.00 

Seminar Room 4 - Government - Full Day FULL DAY SET FEE 474.00 498.00 

Seminar Room 4 - Community / HGLV - Full 

Day FULL DAY SET FEE 370.00 389.00 

Seminar Room 4 - Social Justice - Full Day FULL DAY SET FEE 206.00 216.00 

Seminar Room 5 - Commercial - Half Day FULL DAY SET FEE 288.00 302.00 

Seminar Room 5 - Government - Half Day FULL DAY SET FEE 237.00 249.00 

Seminar Room 5 - Community/HGLV - Half Day HALF DAY SET FEE 185.00 195.00 

Seminar Room 5 - Social Justice - Half Day HALF DAY SET FEE 103.00 108.00 

Seminar Room 5 - Commercial - Full Day HALF DAY SET FEE 576.00 605.00 

Seminar Room 5 - Government - Full Day HALF DAY SET FEE 474.00 498.00 

Seminar Room 5 - Community/HGLV -Full Day FULL DAY SET FEE 370.00 389.00 

Seminar Room 5 - Social Justice - Full Day FULL DAY SET FEE 206.00 216.00 

Seminar Room 4-5 Combined - Commercial HALF DAY SET FEE 576.00 605.00 

Seminar Room 4-5 Combined - Government HALF DAY SET FEE 474.00 498.00 

Seminar Room 4-5 Combined - 

Community/HGLV HALF DAY SET FEE 370.00 389.00 

Seminar Room 4-5 Combined - Social Justice HALF DAY SET FEE 206.00 216.00 

Seminar Room 4-5 Combined - Commercial FULL DAY SET FEE 1,152.00 1,210.00 

Seminar Room 4-5 Combined - Government FULL DAY SET FEE 948.00 995.00 

Seminar Room 4-5 Combined - 

Community/HGLV FULL DAY SET FEE 740.00 777.00 

Seminar Room 4-5 Combined - Social Justice FULL DAY SET FEE 412.00 433.00 

Computer Training Room 6 - Commercial - PER HOUR SET FEE 118.50 124.00 

Computer Training Room 6 - Government PER HOUR SET FEE 87.50 92.00 

Computer Training Room 6 - Community / HGLV 



Computer Training Room 6 - Commercial HALF DAY SET FEE 415.00 436.00 

Computer Training Room 6 - Government HALF DAY SET FEE 306.00 321.00 


rate HALF DAY SET FEE 198.00 208.00 

Computer Training Room 6 - Social Justice HALF DAY SET FEE 108.00 113.00 


Computer Training Room 6 - Government FULL DAY SET FEE 630.00 662.00 

82




UNIT OF 

MEASURE 

STATUTORY 

OR SET FEE 

CHARGED 

Appendix E 

UNIT FEE 



$ $ 




Meeting Room 7 - Commercial PER HOUR SET FEE 29.00 30.50 

Meeting Room 7 - Government PER HOUR SET FEE 24.00 25.00 

Meeting Room 7 - Community/HGLV PER HOUR SET FEE 20.00 21.00 

Meeting Room 7 - Social Justice PER HOUR SET FEE 15.00 15.00 

Meeting Room 7 - Commercial HALF DAY SET FEE 101.50 107.00 

Meeting Room 7 - Government HALF DAY SET FEE 84.00 88.00 

Meeting Room 7 - Community/HGLV HALF DAY SET FEE 65.00 68.00 

Meeting Room 7 - Social Justice HALF DAY SET FEE 52.50 54.00 

Meeting Room 7 - Commercial FULL DAY SET FEE 210.00 220.50 

Meeting Room 7 - Government FULL DAY SET FEE 175.00 184.00 

Meeting Room 7 - Community/HGLV FULL DAY SET FEE 140.00 147.00 

Meeting Room 7 - Social Justice FULL DAY SET FEE 105.00 110.00 



Meeting Room 8 - Community / HGLV rate PER HOUR SET FEE 41.00 43.00 


Meeting Room 8 - Commercial 1/2 DAY SET FEE 217.00 228.00 

Meeting Room 8 - Government 1/2 DAY SET FEE 180.00 189.00 

Meeting Room 8 - Community / HGLV rate 1/2 DAY SET FEE 143.50 151.00 

Meeting Room 8 - Social Justice 1/2 DAY SET FEE 79.00 83.00 



Meeting Room 8 - Community / HGLV rate FULL DAY SET FEE 287.00 301.00 


GLOBAL LEARNING CENTRE - CRAIGEBURN 


Kitchen - Room 13 SET FEE SET FEE 41.00 43.00 

Percolated Coffee 1/2 DAY SET FEE 3.00 3.15 

Percolated Coffee FULL DAY SET FEE 6.00 6.30 

Tablecloth HIre PER CLOTH SET FEE 5.00 5.25 

After Hour Staff Surcharge PER HOUR SET FEE 65.00 71.50 

Biscuits 2 pack SET FEE 0.50 0.55 













SET FEE 













SET FEE 

Meeting Room 3-4 Combined - Commercial PER HOUR SET FEE 130.00 130.00 

Meeting Room 3-4 Combined - Government PER HOUR SET FEE 110.00 110.00 

83




UNIT OF 

MEASURE 

STATUTORY 

OR SET FEE 

CHARGED 

Appendix E 

UNIT FEE 



$ $ 

Meeting Room 3-4 Combined - 

Community/HGLV PER HOUR SET FEE 86.00 86.00 

Meeting Room 3-4 Combined - Social Justice PER HOUR SET FEE 48.00 48.00 

Meeting Room 3-4 Combined - Commercial HALF DAY SET FEE 455.99 455.99 

Meeting Room 3-4 Combined - Government HALF DAY SET FEE 378.00 378.00 



Meeting Room 3-4 Combined - Social Justice HALF DAY SET FEE 165.99 166.00 

Meeting Room 3-4 Combined - Commercial FULL DAY SET FEE 912.00 912.00 

Meeting Room 3-4 Combined - Government FULL DAY SET FEE 758.00 758.00 



Meeting Room 3-4 Combined - Social Justice FULL DAY SET FEE 330.00 330.00 

SET FEE 

Computer Training Room 5 - Commercial - PER HOUR SET FEE 124.00 124.00 

Computer Training Room 5 - Government PER HOUR SET FEE 92.00 92.00 




Computer Training Room 5 - Commercial HALF DAY SET FEE 436.00 436.00 

Computer Training Room 5 - Government HALF DAY SET FEE 321.00 321.00 


rate HALF DAY SET FEE 208.00 208.00 

Computer Training Room 5 - Social Justice HALF DAY SET FEE 113.00 113.00 


Computer Training Room 5 - Government FULL DAY SET FEE 662.00 662.00 




SET FEE 

Conference Room 1 - Commercial Half Day HALF DAY SET FEE 378.00 378.00 

Conference Room 1 - Government HALF DAY SET FEE 311.00 311.00 

Conference Room 1 - Community/HGLV rate - 

Half Day HALF DAY SET FEE 243.00 243.00 

Conference Room 1 - Social Justice - Half Day HALF DAY SET FEE 135.00 135.00 

Conference Room 1 - Commercial - Full Day FULL DAY SET FEE 756.00 756.00 

Conference Room 1 - Government - Full Day FULL DAY SET FEE 622.00 622.00 

Conference Room 1 - Community / HGLV - Full 


Conference Room 1 - Social Justice - Full Day FULL DAY SET FEE 270.00 270.00 

SET FEE 

Conference Room 2 - Commercial Half Day HALF DAY SET FEE 378.00 378.00 

Conference Room 2 - Government HALF DAY SET FEE 311.00 311.00 

Conference Room 2 - Community/HGLV rate - 

Half Day HALF DAY SET FEE 243.00 243.00 

Conference Room 2 - Social Justice - Half Day HALF DAY SET FEE 135.00 135.00 

Conference Room 2 - Commercial - Full Day FULL DAY SET FEE 756.00 756.00 

Conference Room 2 - Government - Full Day FULL DAY SET FEE 622.00 622.00 

Conference Room 2 - Community / HGLV - Full 


Conference Room 2 - Social Justice - Full Day FULL DAY SET FEE 270.00 270.00 

Conference Room 1-2 Combined Combined - 

Commercial HALF DAY SET FEE 756.00 756.00 


Government HALF DAY SET FEE 622.00 622.00 




Social Justice HALF DAY SET FEE 270.00 270.00 


Commercial FULL DAY SET FEE 1,512.01 1,512.00 


Government FULL DAY SET FEE 1,244.00 1,244.00 

84




UNIT OF 

MEASURE 

STATUTORY 

OR SET FEE 

CHARGED 

Appendix E 

UNIT FEE 



$ $ 




Social Justice FULL DAY SET FEE 541.00 541.00 

MARKETING COMMUNICATIONS BROADMEADOWS COMMUNITY FESTIVAL Stall Fees Community display PER SITE SET FEE 24.99 25.95 

Community Fundraising (Incl Food) Community fundraising (incl food) PER SITE SET FEE 34.99 36.30 

Artist Market Stall Artist market stall PER SITE SET FEE 34.99 36.30 

Commercial Market Stall Commercial market stall PER SITE SET FEE 59.99 61.05 

Commercial Food Vendor Commercial food vendor PER SITE SET FEE 270.00 120.45 

Commercial Coffee/Juice Vendor Commercial coffee/juice vendor PER SITE SET FEE 175.00 100.10 

Power Power single phase 10amps PER CONNECTION SET FEE 24.99 25.95 

Power single phase 15amps PER CONNECTION SET FEE 30.00 32.00 

Hire Of Marquees 

3mx3m PER ITEM SET FEE 132.00 136.40 


Display boards PER ITEM SET FEE 38.50 40.70 

Trestle table PER ITEM SET FEE 14.85 15.40 

Chairs PER ITEM SET FEE 3.30 3.50 

CRAIGIEBURN FESTIVAL Stall Fees Community display PER SITE SET FEE 24.99 25.95 








Hire Of Marquees 3mx3m PER ITEM SET FEE 132.00 136.40 




CAROLS BY CANDLELIGHT Stall Fees Community display PER SITE SET FEE 24.99 25.95 








Hire Of Marquees 3mx3m PER ITEM SET FEE 132.00 136.40 




STATUTORY PLANNING 

COMMUNITY EVENTS Booking Fee PER APPLICATION SET FEE 33.99 40.00 

Administration Fees PER 1000 PEOPLE SET FEE 56.99 60.50 

Compliance Officer MIN 3HRS SET FEE 169.99 179.85 

LAND USE PLANNING: 

Land Use Planning: 

Plan Amendments Fee STATUTORY 102.00 102.00 

Planning Infringement Fee STATUTORY 1168.00 1,168.00 

Permit Amendments STATUTORY 102.00 102.00 

Planning Enquiry Fee - Residential SET FEE 95.00 100.10 

Planning Enquiry Fee - Commercial SET FEE 115.00 121.00 

Certification Fee STATUTORY 20.00 20.00 

Advertising Fee(Per Unit) SET FEE 7.00 9.00 

Advertising Fee(Per 10 Units) SET FEE 162.00 170.00 

Extension of Time For Permit SET FEE 107.00 110.00 

Subdivision Inpection fee - 2nd and subsequent 

inspection SET FEE 157.50 162.80 

Reassessment fee (planning) - prior to notice of 

the application SET FEE 107.00 110.00 

Reassessment fee (Subdivision) - if re-referral 

required SET FEE 107.00 117.70 

PLANNING PERMIT ADDITIONAL REQUIREMENT FEE: 

85




UNIT OF 

MEASURE 

STATUTORY 

OR SET FEE 

CHARGED 

Appendix E 

UNIT FEE 



$ $ 

Planning Permit Add. Req. Fee: Class 1. Use Only STATUTORY 502.00 502.00 

Class 2. Single Dwelling $10,000-$100,000 STATUTORY 239.00 239.00 

Class 3. Single Dwelling over $100,000 STATUTORY 490.00 490.00 

Class 4.Development under $10,000 STATUTORY 102.00 102.00 

Class 5.Development $10,000-$250,000 STATUTORY 604.00 604.00 

Class 6.Development $250,000-$500,000 STATUTORY 707.00 707.00 

Class 7.Development $500,000-$1 Million STATUTORY 815.00 815.00 

Class 8. Development $1-$7 Million STATUTORY 1153.00 1,153.00 

Class 9.Development $7-$10 Million STATUTORY 4837.00 4,837.00 

Class 10.Development $10-50 Million STATUTORY 8064.00 8,064.00 

Class 11.Development $50 Million plus STATUTORY 16130.00 16,130.00 

Class 12. To subdivide an existing building STATUTORY 386.00 386.00 

Class 13. To subdivide land into 2 lots STATUTORY 386.00 386.00 

Class 14. To realign or consolidate land STATUTORY 386.00 386.00 

Class 15. To subdivide land STATUTORY 781.00 781.00 

Class 16. To remove a restriction (under 2 

years) STATUTORY 249.00 249.00 

STRATEGIC PLANNING 

AMEND PLANNING SCHEME: 

Class 17. To create, vary or remove a restriction STATUTORY 541.00 541.00 

Class 18. To remove an easement STATUTORY 404.00 404.00 

Copy of Planning Permit SET FEE 22.99 23.10 

Copy of permit related A4 pages SET FEE 22.99 23.10 

Copy of endorsed plans SET FEE 22.99 23.10 

Request for Demolition STATUTORY 55.55 55.55 

Amend Planning Scheme: Amend Planning Scheme - Application PER APPLICATION STATUTORY 798.00 798.00 

Amend Planning Scheme - Consider submission PER APPLICATION STATUTORY 798.00 798.00 

Amend Planning Scheme - Adoption PER APPLICATION STATUTORY 524.00 524.00 

GIS GIS Map Sales GIS MAP SALES PER ITEM SET FEE Variable Variable 

FINANCE 

RATES 

LAND CERTIFICATES: 

Land Certificates: Land Information Certificates. PER CERT STATUTORY 20.00 20.00 

WASTE SERVICES REFUSE COLLECTION Rateable -Per Collection (1ST COLLECTION INC. IN RATES) 

If 80Lt Bin - Discount applied to rates PER BIN SET FEE -14.00 - 

15.00 

(Additional To 1St Bin) Garbage 140 litre Bin PER BIN SET FEE 110.00 115.00 

Garbage 240 litre Bin PER BIN SET FEE 192.00 201.00 

Garbage 240 litre Bin - Upgrade PER BIN SET FEE 82.00 86.00 


Organics 140 Litre Bin PER BIN SET FEE 87.00 91.00 


Recycle 140 Litre Bin PER BIN SET FEE 51.00 53.00 


CORPORATE SUPPORT 

PROPERTY & VALUATIONS 

VALUATIONS 

SUPPLEMENTARY VALUATIONS (PER ASSESSMENT): 

SALE OF PROPERTY INFORMATION: 

FREEDOM OF INFORMATION: 

Non Rateable - 1st Collection Garbage 140 litre Bin PER BIN SET FEE 121.00 126.50 


Garbage 240 litre Bin - Upgrade PER BIN SET FEE 90.20 94.60 






Establishment Fee PER HOUSEHOLD SET FEE 60.50 62.70 

Change-Over Fee PER HOUSEHOLD SET FEE 30.25 31.35 

Supplementary Valuations State Revenue Office PER ASSESS. SET FEE 20.46 21.50 

City West Water PER ASSESS. SET FEE 16.52 17.00 

Yarra Valley Water PER ASSESS. SET FEE 25.38 26.15 

Sale Of Property Information Sales Register NO. OF PROPS SET FEE Variable Variable 

Other Property Data NO. OF PROPS SET FEE Negotiable Negotiable 

FOI Application Fee. STATUTORY 23.90 25.10 

86




BROADMEADOWS TOWN HALL: 

Hire Fees: 

UNIT OF 

MEASURE 

STATUTORY 

OR SET FEE 

CHARGED 

Appendix E 

UNIT FEE 



$ $ 

Processing Fee (Per hour) PER HOUR STATUTORY 20.00 20.00 

Photocopy PER A4 STATUTORY 0.20 0.20 



Dinner Dance Monday - Thursday Evenings PER FUNCTION SET FEE 1830.00 1,925.00 

Friday - Sunday Evenings PER FUNCTION SET FEE 2480.00 2,605.00 

New Years Eve PER FUNCTION SET FEE 4950.00 5,200.00 

Concert Monday - Thursday Evenings PER FUNCTION SET FEE 1450.00 1,525.00 

Friday - Sunday Evenings PER FUNCTION SET FEE 1985.00 2,085.00 

Setp Up Fee - Each Additional Hour PER FUNCTION SET FEE 150.00 160.00 

School Concert Monday - Friday Evening PER FUNCTION SET FEE 895.00 940.00 

Children's Play Children's entertainment/shows PER FUNCTION SET FEE 870.00 915.00 

Additional hours PER HOUR SET FEE 150.00 160.00 

SUBDIVISIONS 

PROJECTS & CONTRACTS 

AGED & DISABILITY 

SECTION 86 COMMITTEES USER CHARGES 

COMMUNITY CENTRES Tullamarine Community Centre Permanent Bookings PER HOUR SET FEE 13.00 13.50 

Casual Bookings PER WEEKEND SET FEE 420.00 440.00 

Refundable Bond for Casual Bookings BOND SET FEE 400.00 420.00 

Public Liability Insurance FEE SET FEE 17.50 18.50 

Gladstone Park Community Centre Permanent Bookings - Playgroup PER HOUR SET FEE 7.00 7.50 

Permanent Bookings PER HOUR SET FEE 19.00 20.00 

Casual Bookings - Sunday to Friday PER DAY SET FEE 378.00 400.00 



Westmeadows Hall Permanent Bookings PER HOUR SET FEE 13.00 14.00 

Casual Bookings PER FUNCTION SET FEE 210.00 250.00 



Campbellfield Community Centre Permanent Bookings - Entire Centre PER HOUR SET FEE 19.00 20.00 

Permanent Bookings - Main Hall & Kitchen PER DAY SET FEE 378.00 400.00 

Casual Bookings - Entire Hall except Meeting 

Room & Office PER DAY SET FEE 378.00 400.00 

Casual Bookings - Meeting Room & Kitchen 

(Unlimited Hours) PER HOUR SET FEE 19.00 20.00 

Casual Bookings - Main Hall & Kitchen (4 Hours 

or less) PER HOUR SET FEE 34.00 36.00 



SUBDIVISION CONSTRUCTION PLAN CHECKING FEE: 

BUILDERS DAMAGE REINSTATEMENT WORK 

Subd Construction Plan Check Fee (Percentage of Estimated cost of construction.) NO OF LOTS STATUTORY 0.75% 0.75% 

Supervision (Percentage of Actual cost) NO OF LOTS STATUTORY 2.50% 2.50% 

Reinstatement Fee SQ MTR SET FEE 203.50 209.00 

Reinstatement Fee- Kerb and Channel LM SET FEE 253.00 258.50 

COMMUNITY GROUPS: Council Transported Clubs monthly outings PER OUTING SET FEE 2.95 3.10 

BUS HIRE FEES: Community Groups: Self Driven Community Groups PER HOUR SET FEE 14.50 15.22 

Bond SET FEE 150.00 150.00 

Hire Rate plus petrol (per 24 hours) PER DAY SET FEE 143.00 150.15 

Hire rate per day (7am - midnight) SET FEE 89.50 93.97 

Cancellation fee PER DAY SET FEE 44.00 46.20 

Weekend (5.00pm Fri to Midnight Sunday) SET FEE 247.50 259.88 

Penalty for Unclean Vehicle. SET FEE 55.00 57.75 

Penalty for Late Return of Vehicle. EXTRA DAY HIRE SET FEE 89.50 93.97 

SENIOR CITIZENS CLUBS (TOTAL) 

Clubs Weekly Transport 

14 Trips Per Week - 48 wks x 36 CLIENTS PER TRIP/CLIENT SET FEE 1.75 1.85 

SHOPPING SHUTTLES Fortnight Runs 3 Trips 14 Clients X 25 PER TRIP/CLIENT SET FEE 1.75 1.85 

Weekly Runs 1 Trip 12 Clients x 50 PER TRIP/CLIENT SET FEE 1.75 1.85 

Monthly Runs 2 Trips 5 Clients x 12 PER TRIP/CLIENT SET FEE 1.75 1.85 

87




BUS HIRE FEES: 

NON COMMUNITY GROUPS: 

UNIT OF 

MEASURE 

STATUTORY 

OR SET FEE 

CHARGED 

Appendix E 

UNIT FEE 



$ $ 

Non Community Groups: Self Driven Non Community Groups PER HOUR SET FEE 22.00 23.10 

Bond SET FEE 150.00 150.00 

Hire Rate plus petrol (per 24 hours) PER DAY SET FEE 180.40 189.40 

Hire rate per day (7am - midnight) SET FEE 121.00 127.05 

Cancellation fee PER DAY SET FEE 66.00 69.30 

Weekend (5.00pm Fri to Midnight Sunday) SET FEE 324.50 340.70 

Penalty for Unclean Vehicle. SET FEE 88.00 92.40 

Penalty for Late Return of Vehicle. EXTRA DAY HIRE SET FEE 121.00 127.05 

Gladstone PK Senior Citizens Centre: Hall Hire (Regular Users) PER HOUR SET FEE 25.85 27.15 

Hall Hire (Others) PER HOUR SET FEE 33.00 34.65 

Lynda Blundell Centre: Hall Hire (regular users) PER HOUR SET FEE 25.85 27.15 

Hall hire (Others) PER HOUR SET FEE 33.00 34.65 

Sunbury Senior Citizens Hall Hire (Regular users) PER HOUR SET FEE 16.50 17.30 

Hall Hire (Others) PER HOUR SET FEE 24.75 25.98 

PAG (Planned Activity group (ACAP) High need group PER ACTIVITY SET FEE 10.20 10.70 

KIDS KAPERS Medium Need group PER ACTIVITY SET FEE 14.40 15.15 

HOPS 24 trips max 27 clients PLUS 3rd bus 12 x 10 PER TRIP/CLIENT SET FEE 2.95 3.10 

PENSIONER HACC RECIPIENT: 

HACC CLIENT - Income Based 

Single Pension/Income Up To $25,920 Low Fee PER HOUR SET FEE 4.50 4.75 

Couple Pension/Income Up To $43,341 Low Fee PER HOUR SET FEE 5.75 6.05 

Family Income Up To $48,020 Low Fee PER HOUR SET FEE 5.75 6.05 

Single Pension/Income >$25,920 $43,341 48,020 $57,945 High Fee PER HOUR SET FEE 24.20 25.40 

Couple Pension/Income > $77,463 High Fee PER HOUR SET FEE 24.20 25.40 

Family Income Up To > $81,576 High Fee PER HOUR SET FEE 24.20 25.40 

FULL COST RECOVERY RATES 

FCR Home Care (Prev called Linkages) Home Care PER HOUR SET FEE 37.17 48.80 

FCR Respite (Prev called Linkages) Respite Care PER HOUR SET FEE 40.43 48.80 

FCR Peronal Care (Prev called Linkages) Personal Care PER HOUR SET FEE 40.43 48.80 

FCR Home Maintenance (Prev called Linkages) Home Maintenance PER HOUR SET FEE 56.50 59.35 

FAMILY RESPITE CARE: 

HACC.RECIPIENT: 

PERSONAL CARE: 

MEALS SERVICE: 

MEAL FEE: 

Respite Care(Per Hour) Low rate PER HOUR SET FEE 2.35 2.45 

Medium rate PER HOUR SET FEE 3.45 3.60 

High rate PER HOUR SET FEE 31.05 32.60 

Personal Care (Per Hour) Low rate PER HOUR SET FEE 3.45 3.60 

Medium rate PER HOUR SET FEE 6.75 7.10 

High rate PER HOUR SET FEE 34.30 36.00 

Non Hacc Recipient (Per Meal) High rate PER MEAL SET FEE 19.95 20.95 

88




UNIT OF 

MEASURE 

STATUTORY 

OR SET FEE 

CHARGED 

Appendix E 

UNIT FEE 



$ $ 

Hacc Recipient (Per Meal) Low rate PER MEAL SET FEE 6.90 7.00 

Medium rate PER MEAL SET FEE 6.90 7.00 

High rate PER MEAL SET FEE 6.90 7.00 

HOME MAINTENANCE: 

SINGLE HACC RECIPIENT Low rate (plus cost of materials) PER HOUR SET FEE 8.90 9.35 

COUPLE/FAMILY HACC RECIPIENT Medium rate (plus cost of materials) PER HOUR SET FEE 13.30 13.90 

FULL COST Non Eligible Hacc Recipients High rate (plus cost of materials) PER HOUR SET FEE 43.00 45.15 

LEISURE MANAGEMENT 

CACP'S 10 clients x 12 months User Fees PER MONTH STATUTORY Variable Variable 

RESERVE CATEGORY ONE (COUNCIL SUBSIDY 75%): 

Reserve Cat. One Senior Group Fee PER SEASON SET FEE 3961.13 4,159.10 

Junior Group Fee (Discount on Council Subsidy - 

50%) PER SEASON SET FEE 1980.93 2,080.00 

Snr/Jnr Group Fee (Discount on Council Subsidy 

- 25%) PER SEASON SET FEE 2971.40 3,119.90 

Women's Group (Discount on Council Subsidy - 


RESERVE CATEGORY TWO (COUNCIL SUBSIDY 80%): 

RESERVE CATEGORY THREE (COUNCIL SUBSIDY 85%): 

RESERVE CATEGORY FOUR (COUNCIL SUBSIDY 90%): 

Dog Clubs (Discount on Council Subsidy - 25%) PER SEASON SET FEE 2971.40 3,119.90 

Seniors with less than 25 participants PER SEASON SET FEE 2971.40 3,119.90 

Juniors with less than 25 participants PER SEASON SET FEE 1485.70 1,560.00 

Snrs / Jnrs with less than 25 participants PER SEASON SET FEE 2229.31 2,340.80 

Reserve Cat. Two Senior Group Fee PER SEASON SET FEE 2441.78 2,563.90 









Juniors with less than 25 participants PER SEASON SET FEE 915.92 961.70 

Snrs / Jnrs with less than 25 participants PER SEASON SET FEE 1373.82 1,442.50 

Reserve Cat. Three Senior Group Fee PER SEASON SET FEE 1564.03 1,642.20 


50%) PER SEASON SET FEE 782.46 821.60 








Snrs / Jnrs with less than 25 participants PER SEASON SET FEE 880.11 924.10 

Reserve Cat. Four Senior Group Fee PER SEASON SET FEE 792.86 832.50 




- 25%) PER SEASON SET FEE 595.25 625.00 



Dog Clubs (Discount on Council Subsidy - 25%) PER SEASON SET FEE 595.25 625.00 

Seniors with less than 25 participants PER SEASON SET FEE 595.25 625.00 


Snrs / Jnrs with less than 25 participants PER SEASON SET FEE 446.04 468.30 

89




GIBB RESERVE COMMUNITY CENTRE (AN TALLA ) 

Hire Fees 

UNIT OF 

MEASURE 

STATUTORY 

OR SET FEE 

CHARGED 

Appendix E 

UNIT FEE 



$ $ 

Function Rate PER FUNCTION SET FEE 248.75 261.20 

Function Room (per hour) PER HOUR SET FEE 32.87 34.50 

Meeting Room (per Hour) PER HOUR SET FEE 10.40 10.90 

Bond PER FUNCTION SET FEE 240.00 240.00 

PROGRESS RESERVE HALL 

ROXBURGH PARK YOUTH & RECREATION CENTRE 

TENNIS CLUBS/COURTS & ASSOCIATED PAVILIONS 

BROADMEADOWS COMMUNITY RESOURCE CENTRE 

Hire Fees 

Hire Fees 

Hire Fees 

Hire Fees 


Court (per hour) PER HOUR SET FEE 24.68 25.90 

Meeting Room (per hour) PER HOUR SET FEE 24.57 25.80 


Functions PER FUNCTION SET FEE 348.71 366.10 

Sunbury Lawn Tennis Club: PER ANNUM SET FEE 7330.28 9,970.20 

Bulla Village Tennis Club: PER ANNUM SET FEE 2651.78 1,133.10 

Greenvale Tennis Club: PER ANNUM SET FEE 2376.20 2,376.20 

Craigieburn Tennis Club: PER ANNUM SET FEE 1413.14 1,483.80 

Mickleham Memorial Tennis Club: PER ANNUM SET FEE 961.70 1,009.80 

Main Room PER HOUR SET FEE 32.87 34.50 

Office (per Quarter) PER QUARTER SET FEE 1343.37 1,410.50 

MEADOW HEIGHTS COMMUNITY CENTRE 

Hire Fees 

HIRE FEES: Function Rate PER FUNCTION SET FEE 333.90 350.60 

Hall (per hour) PER HOUR SET FEE 24.68 25.90 

Meeting Room (per Hour) PER HOUR SET FEE 24.68 25.90 


GREENVALE HALL 

Hire Fees 


Hall Hire (per hour) PER HOUR SET FEE 32.76 34.40 


WESTMEADOWS COMMUNITY CENTRE 

Hire Fees 




MICKLEHAM COMMUNITY CENTRE 

Hire Fees 




GINIFER RESERVE HALL 

Hire Fees 




WESTMEADOWS HEIGHTS COMMUNITY CENTRE 

Hire Fees 




DALLAS TENNIS CENTRE HALL: 

Hire Fees 




SUNBURY LEISURE CENTRE: 

Hire Fees 



Sun Lounge (per hour) PER HOUR SET FEE 31.61 33.20 

90




UNIT OF 

MEASURE 

STATUTORY 

OR SET FEE 

CHARGED 

Appendix E 

UNIT FEE 



$ $ 

Office (per hour) PER HOUR SET FEE 19.32 20.30 

Function Bond PER FUNCTION SET FEE 320.00 320.00 

Function Bond (16,18, 21 Birthdays) PER FUNCTION SET FEE 560.00 560.00 

Meeting Bond PER FUNCTION SET FEE 100.00 100.00 

GOONAWARRA COMMUNITY CENTRE 

MEMORIAL HALL 

JACK McKENZIE (BULLA HALL) 

ROXBURGH PARK RECREATION CENTRE 

GREENVALE RECREATION CENTRE: 

Hire Fees 

Hire Fees 

Hire Fees 

Hire Fees 

Hire Fees 



Hall Hire (per hour) PER HOUR SET FEE 44.73 47.00 




Function Rate (Peak) PER FUNCTION SET FEE 638.30 670.20 

Function Rate (Off Peak) PER FUNCTION SET FEE 478.70 502.60 


Super Room (per hour) PER HOUR SET FEE 31.61 33.20 




Function Rate (Peak) PER FUNCTION SET FEE 638.30 670.20 

Function Rate (Off Peak) PER FUNCTION SET FEE 478.70 502.60 






Function Rate 1 ( Function Room Only) PER FUNCTION SET FEE 427.04 448.40 

Function Rate 2 ( Function Room & Activities 

Room) PER FUNCTION SET FEE 625.80 657.10 


Activities Room (per hour) PER HOUR SET FEE 36.23 38.00 

Bond for Function Rate 1 PER FUNCTION SET FEE 530.00 530.00 









CRAIGIEBURN FUNCTIONS LOUNGE: 

Hire Fees 








LEISURE - ARTS & CULTURE CLASS FEES 1ST CLASS Class Fees (Class 1St) Class fees (term fee) PER PERSON SET FEE 106.00 121.00 

ADMINISTRATION FEE Fees (Admin Per Family) Fees (Admin Per Family) PER PERSON SET FEE 45.00 45.00 

SALES Concert Tickets Concert Tickets PER PERSON SET FEE 28.50 29.40 

SALES Swinging Melodies Event Tickets PER PERSON SET FEE 12.60 13.20 

LEISURE CENTRES POOL ENTRY Pool Entry 

Adult Swim PER PERSON SET FEE 5.60 5.90 

Child Swim PER PERSON SET FEE 3.60 3.80 

Pensioner Swim PER PERSON SET FEE 3.60 3.80 

Family Swim (2 Adults + 3 Children) PER FAMILY SET FEE 14.20 14.90 

Adult Swim / Spa / Sauna / Steam PER PERSON SET FEE 7.10 7.50 

91




UNIT OF 

MEASURE 

STATUTORY 

OR SET FEE 

CHARGED 

Appendix E 

UNIT FEE 



$ $ 

30 Tickets Swim PER 30 TICKETS SET FEE 61.45 64.50 



Lane Hire (per lane) PER LANE SET FEE 45.00 47.20 

Commercial Lane Hire PER LANE SET FEE 99.70 105.00 

Fitness Entry 

Stadium Court Hire 

Squash 

Tennis 

Room Hire 

Children Programs 

Childcare 

Casual Gym PER PERSON SET FEE 21.10 22.00 

Casual Day Pass (Pool / Class / Gym) PER PERSON SET FEE 26.35 27.70 

Fitness Classes PER PERSON SET FEE 10.60 11.10 

Fitness Classes (Member Discount) PER PERSON SET FEE 7.10 7.50 

Teen Gym PER PERSON SET FEE 5.10 5.40 

Fun Fit (per term vag 10 weeks) PER PERSON SET FEE 8.80 9.20 

Fitness Class/Aqua Aerobics Pass PER PASS SET FEE 71.00 74.50 

20 session Fitness Class Pass PER PASS SET FEE 142.00 149.00 

10 Visit Multi Purpose Card PER PASS SET FEE 175.80 184.50 

Peak (per court / hour) PER HOUR SET FEE 51.30 53.90 

Off Peak (per court / hour) PER HOUR SET FEE 34.20 35.90 

Junior (per court / hour) PER HOUR SET FEE 26.40 27.70 

Peak per hour (ring CLC) PER HOUR SET FEE 23.40 24.60 

Off Peak per hour (ring CLC) PER HOUR SET FEE 13.20 13.90 

Day Time per court (ring SAC) PER HOUR SET FEE 10.40 10.90 

Night Time per court (with lights) (ring SAC) PER HOUR SET FEE 13.70 14.40 

Function Room PER FUNCTION SET FEE 703.70 739.00 

Meeting Room - Small PER HOUR SET FEE 32.20 33.80 

Meeting Room - Large PER HOUR SET FEE 47.50 49.90 

½ Meeting Room PER HOUR SET FEE 12.40 13.00 

Creche Room - Large PER HOUR SET FEE 47.50 49.90 

Aerobics Room - Large PER HOUR SET FEE 47.50 49.90 

Centre Use 

Child Per Hour PER HOUR SET FEE 4.00 4.20 

10 x 1hr visit Pass PER VISIT PASS SET FEE 32.00 33.60 

Occasional Care 

Child Per Hour PER HOUR SET FEE 5.00 5.30 

Child 3 hour Visit PER VISIT SET FEE 15.00 15.90 

Kinder Gym 

Learn To Swim 

Per Term (avg 10 weeks) PER TERM SET FEE 96.00 100.80 

Per Term (avg 10 weeks) PER TERM SET FEE 111.50 117.00 

Learn to Swim (per child / 1/2 hr class) in group 

lesson 

1st Child PER CLASS SET FEE 11.15 11.70 

2nd Child PER CLASS SET FEE 10.35 10.90 

3rd Child PER CLASS SET FEE 9.60 10.10 

4th Child PER CLASS SET FEE 8.80 9.30 

Direct Debit - Learn to Swim (per child / 

fortnight) in group lesson 

1 Child PER FORTNIGHT SET FEE 21.25 22.30 

2 Children PER FORTNIGHT SET FEE 41.00 43.05 



92




UNIT OF 

MEASURE 

STATUTORY 

OR SET FEE 

CHARGED 

Appendix E 

UNIT FEE 



$ $ 

Direct Debit - Learn to Swim (per child / 

fortnight) in group lesson (Semester - based on 

20 weeks) 

1 Child PER FORTNIGHT SET FEE 20.60 21.65 

Parent & Child 

1st Child PER CLASS SET FEE 11.15 11.70 

2nd Child PER CLASS SET FEE 10.35 10.90 

Per individual / 1/2 hr private lesson PER CLASS SET FEE 31.70 33.30 

Per individual / 1/2 hr, 2 children semi-private 

lesson PER CLASS SET FEE 23.80 25.00 

Per individual / 1/2 hr, 3 children tri private 

lesson PER CLASS SET FEE 21.25 22.30 

Squad Fees 

Individual weekly session (as per LTS) PER CLASS SET FEE 11.15 11.70 

Memberships - New 

1 Month 

3 Month 

12 Month 

Memberships - Renewing 

1 Month 

3 Month 

Gym Plus Peak PER PERSON SET FEE 183.75 192.90 

Program Plus Peak PER PERSON SET FEE 183.75 192.90 

Full Centre Peak PER PERSON SET FEE 196.70 206.50 

Gym Plus Off Peak / Student PER PERSON SET FEE 137.15 144.00 

Program Plus Student PER PERSON SET FEE 137.15 144.00 

Full Centre Off Peak / Student PER PERSON SET FEE 147.55 154.90 

Gym Plus Pensioner PER PERSON SET FEE 91.80 96.40 

Program Plus Pensioner PER PERSON SET FEE 91.80 96.40 

Full Centre Pensioner PER PERSON SET FEE 98.30 103.20 














Program Plus Off Student PER PERSON SET FEE 503.25 528.40 

















93




UNIT OF 

MEASURE 

STATUTORY 

OR SET FEE 

CHARGED 

Appendix E 

UNIT FEE 



$ $ 




12 Month 

Memberships - Discounted Early Renewal Fee 

1 Month 

3 Month 

12 Month 































HEALTH 

MEDICAL WASTE CONTAINERS: 

VACCINATIONS: 

Misc Membership Items 

** Please note all new member prices include 

joining / start up fee. 

Direct Debit Monthly Fee PER PERSON SET FEE 70.35 73.80 

Transfer Fee PER PERSON SET FEE 44.10 46.30 

Suspension Fee PER PERSON SET FEE 17.65 18.50 

Direct Debit Fortnightly Fee PER PERSON SET FEE 35.20 36.90 

Joining fee - Full PER PERSON SET FEE 87.90 92.30 

Joining fee - Off Peak PER PERSON SET FEE 65.95 69.30 

Joining fee - Pensioner PER PERSON SET FEE 43.90 46.10 

Vaccine Sales: Adult hepatitis B (dose) - Engerix (per dose) PER VACCINATION SET FEE 73.00 25.00 

Adecel (boostrix) PER VACCINATION SET FEE 50.00 52.00 

Neisvac (per dose) PER VACCINATION SET FEE 100.00 105.00 

Flu Vax PER VACCINATION SET FEE 25.00 27.50 

Ipol (per dose) PER VACCINATION SET FEE 50.00 55.00 

Varicella (per dose) PER VACCINATION SET FEE 74.00 80.00 

Twinrix (Hep A & B- per course) PER VACCINATION SET FEE 80.00 83.00 

Gardasil (per dose - HPV) PER VACCINATION SET FEE 160.00 160.00 

Havrix (Hep A) PER VACCINATION SET FEE 75.00 77.00 

MMR (per dose) PER VACCINATION SET FEE 50.00 38.50 

94




UNIT OF 

MEASURE 

STATUTORY 

OR SET FEE 

CHARGED 

Appendix E 

UNIT FEE 



$ $ 

PUBLIC HEALTH: 

Public Health: 

Request for Information/Health Orders (Solicitor 

Info) PER REQUEST SET FEE 200.00 230.00 

SEPTIC TANK APPLICATION FEES: Public Health: Copies of Documents (Per document) PER DOCUMENT SET FEE 30.00 33.00 

Septic Tank Application Fees: New Septic Installation PER APPLICATION STATUTORY 525.00 550.00 

Permit to Alter Septic PER APPLICATION STATUTORY 350.00 375.00 

Sand Analysis Fees PER APPLICATION STATUTORY 143.00 148.50 

REGISTRATION FEES - HEALTH ACT 1958 AND FOOD ACT 

1984 

FOOD PREMISES - NOT MORE THAN 5 PERSONS ARE 

EMPLOYED. 

(INCLUDING PROPRIETOR & FAMILY OF PROPRIETOR) Food Premises - Not More Than 5 Persons Are Employed. Plans Approval fee NO OF EMP. STATUTORY 235.00 245.00 

Transfer Fee - Class 1 NO OF EMP. STATUTORY 300.00 315.00 



FOOD ACT PREMISES/ VEHICLE REGISTRATION: 

Food Premises - Class 1 Registration Class 1 Registration NO OF EMP. STATUTORY 600.00 630.00 

Per Person Increase NO OF EMP. STATUTORY 17.00 18.00 


Class 2 Registration (Private School Canteen) NO OF EMP. STATUTORY 250.00 262.50 



Class 3 Registration (Private School Canteen) NO OF EMP. STATUTORY 175.00 187.50 


Food Premises - Class 4 Registration Class 4 Registration NO OF EMP. STATUTORY 0.00 - 

Airport STATUTORY N/A 30.00 

Community Group STATUTORY N/A 100.00 

Multiple Fee Registration STATUTORY N/A 200.00 

Non Compliant Sample Up To 2 Hours Of Staff Time 

Non Compliant Sample up to 2 hours of staff 

time 

EACH 

INVESTIGATION STATUTORY 210.00 210.00 

Per Additional Hour Per additional hour PER HOUR STATUTORY 47.00 47.00 

Late Fee For Registrations (After 31 December) Late fee for Registrations (After 31 December) PER PREMISES STATUTORY 125.00 130.00 

Solicitor Fee PER PREMISES STATUTORY 60.00 66.00 

HEALTH PREMISES REGISTRATION: 

Hairdressers, Beauty Salons Etc: Plans Approval fee PER PREMISES STATUTORY 120.00 125.00 

Annual Registration Renewal Fee PER PREMISES STATUTORY 130.00 140.00 

Transfer Fee PER PREMISES STATUTORY 65.00 70.00 

Late fee for Registrations (After 31 December) PER PREMISES STATUTORY 75.00 80.00 


Airport Fee PER PREMISES STATUTORY N/A 30.00 

SKIN PENETRATION PREMISES: 

SWIMMING POOLS: 

Swimming Pools: 

Non Compliant Sample up to 2 hours of staff 

time PER PREMISES SET FEE N/A N/A 

Per additional hour PER PREMISES SET FEE N/A N/A 

PRESCRIBED ACCOMMODATION/ROOMING HOUSES 

PER NUMBER OF PERSONS/CAPACITY: 

Per Number Of Persons/Capacity 

- UP TO 10 PERSONS: Plans Approval fee NO OF PERSONS STATUTORY 120.00 125.00 

- Up To 10 Persons Annual Registration Renewal Fee NO OF PERSONS STATUTORY 190.00 200.00 

Transfer of Registration NO OF PERSONS STATUTORY 95.00 100.00 

- UP TO 20 PERSONS: Additional beds over 10 STATUTORY 3.50 4.00 

PRESCRIBED ACCOMMODATION 

Prescribed Accommodation Late fee for Registrations (After 31 December) PER PREMISES STATUTORY 75.00 75.00 


CARAVAN PARK ACT FEES: 


Caravan Park Act Fees: Long term site NO OF PERSONS STATUTORY N/A N/A 

95




PRESCRIBED ACCOMMODATION 

UNIT OF 

MEASURE 

STATUTORY 

OR SET FEE 

CHARGED 

Appendix E 

UNIT FEE 



$ $ 

Short term site NO OF PERSONS STATUTORY N/A N/A 

Transfer of Registration NO OF PERSONS STATUTORY N/A N/A 

Late fee for Registrations (After 31 December) PER PREMISES STATUTORY N/A N/A 

Solicitor Fee PER PREMISES STATUTORY N/A N/A 

Prescribed Accommodation Late fee for Registrations (After 31 December) PER PREMISES STATUTORY 70.00 88.00 


BUILDING 


DISPENSATIONS 

Caravan Park Act Fees: Long term site NO OF PERSONS STATUTORY N/A N/A 

Short term site NO OF PERSONS STATUTORY N/A N/A 

Transfer of Registration NO OF PERSONS STATUTORY N/A N/A 

Late fee for Registrations (After 31 December) PER PREMISES STATUTORY 70.00 80.00 


Report & Consent App Council Discretion fee EACH STATUTORY 227.25 227.25 

S57 Mbs Sitting Consent Fee EACH SET FEE 500.00 600.00 

Build Over Easement Consents EACH SET FEE 420.00 450.00 

Section 173 Agreements EACH SET FEE 550.00 650.00 

ASSET PROTECTION PERMITS Asset Protection Permits PER PERMIT SET FEE 320.00 340.00 

Multi Unit Development - Additional Unit Fee PER PERMIT SET FEE 90.00 100.00 

Storm Water Connection Permit PER PERMIT STATUTORY 56.75 56.75 

Additional Inspections PER INSPECTION SET FEE 160.00 170.00 

BUILDING FEES: 

Building Permit Fees (Work Inside Hume) 

Class 1A alterations & Class 10 domestic 

outbuildings (excludes class 1a additions) PER PERMIT SET FEE 600.00 640.00 

Class 1A Dwelling additions PER PERMIT SET FEE 1200.00 1,300.00 

Class 1A New Dwellings PER PERMIT SET FEE 1800.00 2,000.00 

Class 2 - 9 alterations (not additions) PER PERMIT SET FEE 1800.00 2,000.00 

Class 2 - 9 additions PER PERMIT SET FEE 2200.00 2,500.00 

Class 2 - 9 New buildings PER PERMIT SET FEE 3500.00 3,800.00 

Demolitions PER PERMIT SET FEE 1200.00 1,300.00 

Cancel Building Order PER PERMIT STATUTORY 600.00 650.00 

Ex Hume Appointments Plus $17.00 Per Kilometre At MBS 

Discretion 

As determined by MBS - within competitive and 

profitable constraints Variable Variable 

Business Competition Discretionary Discount 

As determined by MBS - within competitive and 

profitable constraints Variable Variable 

Discount - Seniors And Commonwealth Concession Card 

Holders 20% - Proof of concession eligibility required. Variable Variable 

Occupancy Permit Fee PER PERMIT SET FEE 600.00 800.00 

Occupancy Permit Fee - BC termination PER PERMIT SET FEE 1800.00 2,000.00 

Extension of Time PER PERMIT SET FEE 420.00 450.00 

Additional Inspections Fee PER INSPECTION SET FEE 160.00 170.00 

BUILDING PERMIT VARIATIONS: Significant Changes To Permit Details And Design PER UNIT SET FEE 320.00 350.00 

BUILDING PERMIT VARIATIONS: Change Of Name Or Details On Permit PER UNIT SET FEE 200.00 220.00 

LODGEMENT FEES Lodgement Fee - Minimum PER ENQUIRY STATUTORY 34.00 34.00 

PROPERTY INFORMATION Building Information Property Information Fee PER ENQUIRY STATUTORY 43.45 45.35 

Title Search PER ENQUIRY SET FEE 70.00 80.00 

Storm Water Information Drainage Information Fee EACH SET FEE 130.00 140.00 

Plan Copying Domestic EACH SET FEE 120.00 130.00 

Plan Copying Commercial EACH SET FEE 230.00 250.00 

A4 PER SHEET SET FEE 2.50 2.70 

A3 PER SHEET SET FEE 4.50 4.70 

Large sheets PER SHEET SET FEE 25.00 27.00 

LANDFILL 

BOLINDA ROAD LANDFILL 

Green Waste 

Green -res boot NO. SET FEE 10.00 10.00 

Green Waste - Boot Non-Res NO. SET FEE 15.00 15.00 

Green -res single trailer NO. SET FEE 25.00 30.00 

Green -res single trailer - Heaped NO. SET FEE 45.00 55.00 

Green - non-res single trailer NO. SET FEE 30.00 35.00 

96




UNIT OF 

MEASURE 

STATUTORY 

OR SET FEE 

CHARGED 

Appendix E 

UNIT FEE 



$ $ 

Green - non-res single trailer - heaped NO. SET FEE 50.00 60.00 

Green - res Tandem trailer NO. SET FEE 45.00 55.00 

Green - res Tandem trailer - heaped NO. SET FEE 65.00 75.00 

Green - non-res Station Wagon NO. SET FEE 25.00 25.00 

Green - res Station Wagon NO. SET FEE 20.00 20.00 

Green - non-res Tandem trailer NO. SET FEE 50.00 60.00 

Green - non-res Tandem trailer - heaped NO. SET FEE 70.00 80.00 

Green waste (Commercial Trucks) TONNES SET FEE 80.00 85.00 

Green Timber Waste TONNES SET FEE 80.00 85.00 

Concrete 

Concrete -res single trailer (0.6CM) NO. SET FEE 30.00 35.00 

Concrete - non res single trailer (0.6CM) NO. SET FEE 35.00 40.00 

Concrete - Resident Tandem (1.2 CM) NO. SET FEE 50.00 55.00 

Concrete - non res double trailer (1.2 CM) NO. SET FEE 60.00 60.00 

Concrete Commercial To Crusher TONNE SET FEE 60.00 65.00 

Concrete Commercial To Tip Fac TONNE SET FEE 113.00 157.00 

Mixed Waste Council Other Council -Putrescible TONNE SET FEE 112.00 156.00 

Other Council - Mixed Waste TONNE SET FEE 112.00 156.00 

Other Council - Street Sweeper TONNE SET FEE 112.00 156.00 

Other Council - Litter Bin Truck TONNE SET FEE 112.00 156.00 

Other Council - Pit Truck TONNE SET FEE 112.00 156.00 

Other Council - Response Service TONNE SET FEE 112.00 156.00 

Other Council - Parks Unit Vehicles TONNE SET FEE 112.00 156.00 

Hardwaste To Landfill TONNE SET FEE 112.00 156.00 


Mixed Waste Public 

Miscellaneous 

Mixed waste - residential boot NO. SET FEE 15.00 15.00 

Mixed waste - non-res boot NO. SET FEE 20.00 20.00 

Mixed waste -res single traile NO. SET FEE 40.00 50.00 

Mixed waste -res single trailer heaped NO. SET FEE 65.00 80.00 

Mixed Trailer Single Non-Resid NO. SET FEE 55.00 70.00 

Mixed Trailer Single Non-Resid - heaped NO. SET FEE 85.00 100.00 

Mixed waste -res tandem NO. SET FEE 75.00 80.00 

Mixed waste -res tandem - heaped NO. SET FEE 90.00 110.00 

Mixed Waste Trailer Tandem Non Residential NO. SET FEE 85.00 100.00 

Mixed Waste Trailer Tandem Non Residential - 

heaped NO. SET FEE 120.00 145.00 

Mixed waste - non-res Station Wagon NO. SET FEE 40.00 45.00 

Mixed waste - res Station Wagon NO. SET FEE 30.00 35.00 

Mixed waste - account B&D TONNE SET FEE 113.00 157.00 

Mixed Waste - account C&I 0 - 249 Tonnes per 

Month TONNE SET FEE 113.00 157.00 

Mixed Waste - account C&I 250 - 1000 Tonnes 

per Month TONNE SET FEE 112.00 156.00 



Mixed Waste - account C&I 2000 plus Tonnes 


Mixed waste - cash B&D TONNE SET FEE 120.00 157.00 

Mixed waste - Cash C&I TONNE SET FEE 113.00 157.00 

Quarantine/Deep Burial TONNE SET FEE 225.00 275.00 

Cleanfill Cover Material Stock TONNE SET FEE 60.00 70.00 

Car Body NO. SET FEE 30.00 30.00 

Car Body - with tyres NO. SET FEE 50.00 55.00 

Cleanfill -Double trailer NO. SET FEE 50.00 60.00 

Cleanfill -Single trailer NO. SET FEE 30.00 40.00 

Mattress/Bases NO. SET FEE 25.00 25.00 

Oil NO. SET FEE 2.00 2.00 

Public weighing NO. SET FEE 30.00 30.00 

Tyre - Car Passenger Motorcycl NO. SET FEE 10.00 10.00 

Tyre - Truck NO. SET FEE 35.00 40.00 

Tyre - Super Single NO. SET FEE 65.00 70.00 

97




UNIT OF 

MEASURE 

STATUTORY 

OR SET FEE 

CHARGED 

Appendix E 

UNIT FEE 



$ $ 

Recycled Bricks TONNE SET FEE 40.00 50.00 

Recycled Asphalt TONNE SET FEE 40.00 50.00 

Final Cap Material TONNE SET FEE 0.00 - 

Light Weight Waste TONNE SET FEE 900.00 900.00 

RIDDELL ROAD LANDFILL 

Green Waste 

Concrete 

Mixed Waste Council 

Mixed Waste Public 

Green -res boot NO. SET FEE 10.00 10.00 

Green Waste - Boot Non-Res NO. SET FEE 15.00 15.00 

Green -res single trailer NO. SET FEE 25.00 30.00 

Green -res single trailer - heaped NO. SET FEE 45.00 55.00 

Green - non-res single trailer NO. SET FEE 30.00 35.00 

Green - non-res single trailer - heaped NO. SET FEE 50.00 60.00 

Green - res tandem trailer NO. SET FEE 45.00 55.00 

Green - res tandem trailer - heaped NO. SET FEE 65.00 75.00 

Green - non-res Station Wagon NO. SET FEE 25.00 25.00 

Green - res Station Wagon NO. SET FEE 20.00 20.00 

Green - non-res tandem trailer NO. SET FEE 50.00 60.00 

Green - non-res tandem trailer - heaped NO. SET FEE 70.00 80.00 

Green waste (Commercial Trucks) TONNES SET FEE 80.00 85.00 

Green Timber Waste TONNES SET FEE 80.00 85.00 

Concrete -res single trailer (0.6CM) NO. SET FEE 30.00 35.00 

Concrete - non res single trai (0.6CM) NO. SET FEE 35.00 40.00 

Concrete - Resident Tandem (1.2 CM) NO. SET FEE 50.00 55.00 

Concrete - non res tandem trai (1.2 CM) NO. SET FEE 60.00 60.00 

Concrete Commercial To Crusher TONNE SET FEE 60.00 65.00 

Concrete Commercial To Tip Fac TONNE SET FEE 113.00 157.00 

Other Council -Putrescible TONNE SET FEE 112.00 156.00 

Other Council - Mixed Waste TONNE SET FEE 112.00 156.00 

Other Council - Street Sweeper TONNE SET FEE 112.00 156.00 

Other Council - Litter Bin Truck TONNE SET FEE 112.00 156.00 

Other Council - Pit Truck TONNE SET FEE 112.00 156.00 

Other Council - Response Service TONNE SET FEE 112.00 156.00 

Other Council - Parks Unit Vehicles TONNE SET FEE 112.00 156.00 



Mixed waste - residential boot NO. SET FEE 15.00 15.00 

Mixed waste - non-res boot NO. SET FEE 20.00 20.00 

Mixed waste -res single trailer NO. SET FEE 40.00 50.00 

Mixed waste -res single trailer - heaped NO. SET FEE 65.00 80.00 

Mixed Trailer Single Non-Resid NO. SET FEE 55.00 70.00 

Mixed Trailer Single Non-Resid - heaped NO. SET FEE 85.00 100.00 

Mixed waste -res tandem NO. SET FEE 75.00 80.00 

Mixed waste -res tandem - heaped NO. SET FEE 90.00 110.00 

Mixed Waste Trailer tandem Non Residential NO. SET FEE 85.00 100.00 

Mixed Waste Trailer tandem Non Residential - 

heaped NO. SET FEE 120.00 145.00 

Mixed waste - non-res Station Wagon NO. SET FEE 40.00 45.00 

Mixed waste - res Station Wagon NO. SET FEE 30.00 35.00 

Mixed waste - account B&D TONNE SET FEE 113.00 157.00 

Mixed Waste - account C&I 0 - 249 Tonnes per 

Month TONNE SET FEE 113.00 157.00 





Mixed Waste - account C&I 2000 plus Tonnes 


Mixed waste - cash B&D TONNE SET FEE 120.00 157.00 

Mixed waste - Cash C&I TONNE SET FEE 113.00 157.00 

Quarantine/Deep Burial TONNE SET FEE 225.00 275.00 

98


Appendix E 



UNIT OF 

MEASURE 

STATUTORY 

OR SET FEE 

CHARGED 

UNIT FEE 



$ $ 

FAMILY & CHILDREN SERVICES 

TECHNICAL SERVICES 

PRESCHOOLS 

CHILD CARE 

OCCASIONAL CARE 

OUT OF SCHOOL HOURS 

BEFORE AND AFTER SCHOOL CARE: 

VACATION CARE HOLIDAY PROGRAM 

Miscellaneous 

Cleanfill Cover Material Stock TONNE SET FEE 60.00 70.00 

Car Body NO. SET FEE 30.00 30.00 

Car Body - with tyres NO. SET FEE 50.00 55.00 

Cleanfill - tandem trailer NO. SET FEE 50.00 60.00 

Cleanfill -Single trailer NO. SET FEE 30.00 40.00 

Mattress/Bases NO. SET FEE 25.00 25.00 

Oil NO. SET FEE 2.00 2.00 

Public weighing NO. SET FEE 30.00 30.00 

Tyre - Car Passenger Motorcycl NO. SET FEE 10.00 10.00 

Tyre - Truck NO. SET FEE 35.00 40.00 

Tyre - Super Single NO. SET FEE 65.00 70.00 

Recycled Bricks TONNE SET FEE 40.00 50.00 

Recycled Asphalt TONNE SET FEE 40.00 50.00 

Fill Cap Material TONNE SET FEE 0.00 - 

Light Weight Waste TONNE SET FEE 900.00 900.00 

Deep Burial Waste TONNE SET FEE 225.00 250.00 

Transfer Station Rubbish TONNE SET FEE 112.00 156.00 

Preschool Enrolment Fee Up to 28 February PER CHILD SET FEE 10.00 12.00 

From 1 March PER CHILD SET FEE 12.00 15.00 

Per Child - Per Term 4 Year Olds Term 3 & 4 PER CHILD SET FEE 190.00 218.00 




July 2011 To June 2012 Per child Per Week PER CHILD SET FEE 318.00 340.00 

July 2011 To June 2012 Per Child Per Day PER CHILD SET FEE 75.00 78.00 

July 2011 To June 2012 Per child - 1/2 Day PER CHILD SET FEE 37.50 39.00 

Holiday Program - 2 Weeks Per Child per week PER CHILD SET FEE 318.00 340.00 

Holiday Program - 2 Weeks Per Child per day PER CHILD SET FEE 75.00 78.00 

Per Child - Per Session PER CHILD SET FEE 25.00 27.50 

July - Dec Morning Session PER CHILD SET FEE 10.50 12.00 

July - Dec Afternoon Session PER CHILD SET FEE 15.00 16.50 

Jan - June Morning Session PER CHILD SET FEE 12.00 13.00 

Jan - June Afternoon Session PER CHILD SET FEE 16.50 17.50 

PRIMARY SCHOOL July - Dec Per Child per day PER CHILD SET FEE 44.00 48.00 

PRIMARY SCHOOL Jan - June Per Child per day PER CHILD SET FEE 48.00 51.00 

PRIMARY SCHOOL Excursions/Special Activities. July - Dec Additional Cost PER CHILD SET FEE 6.00 10.00 

PRIMARY SCHOOL Excursions/Special Activities. Jan - June Additional Cost PER CHILD SET FEE 8.00 12.00 

PRIMARY SCHOOL Inhouse/Special Activities. July - Dec Additional Cost PER CHILD SET FEE 4.50 6.00 

PRIMARY SCHOOL Inhouse/Special Activities. Jan - June Additional Cost PER CHILD SET FEE 6.00 6.00 

PLAYGROUP RENTAL 

PER HOUR SET FEE 8.50 10.00 

PERMIT FEES 

Main Road 37 Permits Cross Overs EACH STATUTORY 537.00 549.90 

Driveway Extensions 94 Permits Cross Overs EACH STATUTORY 137.00 140.50 

Storm Water Connections 118 Permits Stormwater Connections EACH STATUTORY 59.00 61.10 

Driveways, Local Roads 460 Permits Cross Overs EACH STATUTORY 239.00 244.40 

INFRINGEMENTS 

MISCELLANEOUS: 

Infringement Individual EACH STATUTORY 358.00 366.00 

Infringement Body Corp EACH STATUTORY 1792.00 1,832.00 

Tolleys Shopping Trolley ( Release fee) EACH SET FEE 50.00 50.00 

99




CITY LAWS PARKING SERVICES 

IMPOUNDED SIGNS: 

SKIP BIN 

INFRINGEMENTS 

PARKING SERVICES: 

UNIT OF 

MEASURE 

STATUTORY 

OR SET FEE 

CHARGED 

Appendix E 

UNIT FEE 



$ $ 

Impounded Signs: Normal Size "A" Frame. EACH SET FEE 50.00 50.00 

Large Signs Requiring Truck and 2 men. EACH SET FEE 1216.00 1,216.00 

Skip Fees Skip Fees - Accreditation PER ANNUM SET FEE 661.50 661.50 

Skip Fees Skip Fees - Single placement EACH SET FEE 45.15 45.50 

Litter Fines EACH SET FEE 244.00 244.00 

Parking Services Parking Infringement Notice PIN STATUTORY 80.85 81.00 

Abandoned Vehicles (Minimum) EACH SET FEE 308.70 318.00 

FIRE HAZARD REMOVAL - RESIDENTIAL & INDUSTRIAL 

ALLOTMENTS: 

Fire Hazard Removal - Residential & Industrial Allotments Failure to Comply to Cut Grass (Fine). EACH STATUTORY 230.05 249.00 

Up to 1000 sq m EACH SET FEE 309.54 325.00 

1000 to 2000 sq m EACH SET FEE 327.60 344.00 

2001 to 5000 sq m EACH SET FEE 400.79 420.80 

5001 to 2 hectares EACH SET FEE Variable Variable 

greater than 2 hectares EACH SET FEE Variable Variable 

FIRE HAZARD COURT FINES Solicitor Costs & Fines Legal Fees EACH SET FEE Variable Variable 

MISCELLANEOUS: Impounded Motor Bikes Impounded motorbikes EACH SET FEE 308.70 324.15 

CITY LAWS APPLICATION FEES FOR PERMIT: 

ANIMAL CONTROL 

NEW REQUIREMENT OF DOMESTIC ANIMALS ACT 1995 

PERMIT FEES 

DANGEROUS DOG COLLAR: 

Ice Cream Vans Ice Cream Vendors Permit (Per annum) PER ANNUM SET FEE 702.45 737.60 

Advertising/Display Goods A Board Permits/Display goods EACH SET FEE 90.30 94.80 

Outdoor Eating Outdoor Eating Facilities EACH SET FEE 153.30 161.00 

Roadside Vending: Itinerant Trader PER ANNUM SET FEE 1405.43 1,475.70 

Animal Control Animal Infringements EACH STATUTORY 220.50 246.00 

New Requirement Of Domestic Animals Act 1995 Schedule 1 Cats EACH SET FEE 47.00 47.00 

Concessional Rebate 50% EACH SET FEE 24.50 24.50 

Schedule 2 Cats EACH SET FEE 17.00 17.00 


Schedule 1 Dogs EACH SET FEE 78.50 78.50 





Domestic Animal Business EACH SET FEE 210.00 250.00 

Re-Issue Tag EACH SET FEE 3.88 4.00 

Surrender Fee PER ANIMAL SET FEE 60.00 60.00 

More Than 2 Animals Annual Permit PER ANNUM SET FEE 25.20 26.40 

Lifetime Permit EACH SET FEE 53.55 53.55 

Dangerous Dog Collar: X Large EACH SET FEE 71.50 75.10 

Large EACH SET FEE 64.90 68.10 

Medium EACH SET FEE 59.40 62.40 

Dangerous Dog Sign EACH SET FEE 64.05 67.30 

Re-Issue Tag EACH SET FEE 34.65 35.00 

Restricted Breed Sign EACH SET FEE N/A 35.00 

LIVESTOCK Fees Impounded Stock PER ANIMAL SET FEE 204.12 214.30 

Impounded Stock (O:T) PER ANIMAL SET FEE 332.01 348.60 

Daily Agistment (per day) PER ANIMAL SET FEE 13.13 13.80 

INFRINGEMENTS Local Law Infringements EACH SET FEE 200.00 200.00 

YOUTH SERVICE Teenage Holiday Program User/Fees & Charges Family program charges PER CLIENT SET FEE 10.50 10.90 

100




UNIT OF 

MEASURE 

STATUTORY 

OR SET FEE 

CHARGED 

Appendix E 

UNIT FEE 



$ $ 

Sunbury Youth Centre Hire Fees User fee charges HOURS SET FEE 7.35 7.60 

Sunbury Youth Centre Hire of Band Room Hire of Band Room charges HOURS SET FEE 6.93 7.20 

Sunbury Youth Centre Hire of Venue Space Area Youth Related hire of venue space HOURS SET FEE 6.93 7.20 

Sunbury Youth Centre Hire of Venue Space Area - Half Day Youth Related hire of venue space HALF DAY SET FEE 27.83 28.80 

Sunbury Youth Centre Hire of Venue Space Area - Whole Day Youth Related hire of venue space WHOLE DAY SET FEE 58.80 60.90 

Sunbury Youth Centre Hire of Venue Space Area Non youth related hire of venue space HOURS SET FEE 26.67 27.60 

Sunbury Youth Centre Hire of Venue Space Area - Half Day Non youth related hire of venue space HALF DAY SET FEE 79.91 82.30 

Sunbury Youth Centre Hire of Venue Space Area - Whole Day Non youth related hire of venue space WHOLE DAY SET FEE 160.97 166.60 

Sunbury Youth Centre Hire of Venue Space Area Commercial (for profit) hire of venue space HOURS SET FEE 67.20 69.60 

Sunbury Youth Centre Hire of Venue Space Area - Half Day Commercial (for profit) hire of venue space HALF DAY SET FEE 201.50 208.60 

Sunbury Youth Centre Hire of Venue Space Area - Whole Day Commercial (for profit) hire of venue space WHOLE DAY SET FEE 402.05 416.10 

Craigieburn Youth Centre Hire Fees - Youth Room Youth Related hire of youth room HOURS SET FEE 6.93 7.20 

Craigieburn Youth Centre Hir E Fees - Youth Room Half Day Youth Related hire of youth room HALF DAY SET FEE 27.83 28.80 

Craigieburn Youth Centre Hire Fees - Youth Room Whole Day Youth Related hire of youth room WHOLE DAY SET FEE 55.55 57.40 

Craigieburn Youth Centre Hire Fees - Youth Room Non youth related hire of youth room HOURS SET FEE 26.67 27.60 

Craigieburn Youth Centre Hire Fees - Youth Room Half Day Non youth related hire of youth room HALF DAY SET FEE 79.91 82.70 

Craigieburn Youth Centre Hire Fees - Youth Room Whole Day Non youth related hire of youth room WHOLE DAY SET FEE 160.97 166.60 

Craigieburn Youth Centre Hire Fees - Youth Room Commercial (for profit) hire of youth room HOURS SET FEE 67.20 69.60 

Craigieburn Youth Centre Hire Fees - Youth Room Half Day Commercial (for profit) hire of youth room HALF DAY SET FEE 201.50 208.60 

Craigieburn Youth Centre Hire Fees - Youth Room Whole Day Commercial (for profit) hire of youth room WHOLE DAY SET FEE 402.05 416.10 

Roxburgh Park Youth Centre Hire Fees - Youth Room Youth Related hire of youth room HOURS SET FEE 6.93 7.20 

Roxburgh Park Youth Centre Hire Fees - Youth Room Half Day Youth Related hire of Youth room HALF DAY SET FEE 27.83 28.80 

Roxburgh Park Youth Centre Hire Fees - Youth Room Whole Day Youth Related hire of youth room WHOLE DAY SET FEE 55.65 57.60 

Roxburgh Park Youth Centre Hire Fees - Youth Room Non youth related hire of youth room HOURS SET FEE 26.67 27.60 

Roxburgh Park Youth Centre Hire Fees - Youth Room Half Day Non youth related hire of youth room HALF DAY SET FEE 79.91 82.70 

Roxburgh Park Youth Centre Hire Fees - Youth Room Whole Day Non youth related hire of youth room WHOLE DAY SET FEE 160.97 166.60 

Roxburgh Park Youth Centre Hire Fees - Youth Room Commercial (for profit) hire of youth room HOURS SET FEE 67.20 69.60 

Roxburgh Park Youth Centre Hire Fees - Youth Room Half Day Commercial (for profit) hire of youth room HALF DAY SET FEE 201.50 208.60 

Roxburgh Park Youth Centre Hire Fees - Youth Room Whole Day Commercial (for profit) hire of youth room WHOLE DAY SET FEE 402.05 416.10 

Broadmeadows Youth Centre Hire of Venue Space or Meeting Rooms Fee for Youth Related Hire of Facility HOURS SET FEE 6.93 7.20 

Broadmeadows Youth Centre Hire of Venue Space - Half Day Fee for Youth Related Hire of venue space HALF DAY SET FEE 27.83 28.80 

Broadmeadows Youth Centre Hire of Venue Space - Whole Day Fee for Youth Related Hire of venue space WHOLE DAY SET FEE 55.55 57.50 

Broadmeadows Youth Centre Hire of Meeting Room - Half Day Fee for Youth Related Hire of meeting room HALF DAY SET FEE 19.74 20.40 

Broadmeadows Youth Centre Hire of Meeting Room - Whole Day Fee for Youth Related Hire of meeting room WHOLE DAY SET FEE 38.22 39.60 

Broadmeadows Youth Centre Hire of Café Space Youth related hire of café area HOURS SET FEE 12.81 13.30 

Broadmeadows Youth Centre Hire of Whole Facility Youth related hire of whole facility DAY SET FEE 201.50 208.60 

Broadmeadows Youth Centre Hire of Venue Space Non youth related hire of venue space HOURS SET FEE 25.52 26.40 

Broadmeadows Youth Centre Hire of Venue Space - Half Day Non youth related hire of venue space HALF DAY SET FEE 79.91 82.70 

Broadmeadows Youth Centre Hire of Venue Space - Whole Day Non youth related hire of venue space WHOLE DAY SET FEE 160.97 166.60 

Broadmeadows Youth Centre Hire of Meeting Rooms Non youth related hire of meeting rooms HOURS SET FEE 13.97 14.50 

Broadmeadows Youth Centre Hire of Meeting Rooms - Half Day Non youth related hire of meeting rooms HALF DAY SET FEE 39.38 40.80 

Broadmeadows Youth Centre Hire of Meeting Rooms - Whole Day Non youth related hire of meeting rooms WHOLE DAY SET FEE 79.91 82.70 

Broadmeadows Youth Centre Hire of Café Space Non youth related hire of café space HOURS SET FEE 24.36 25.20 

Broadmeadows Youth Centre Hire of Whole Facility Non youth related hire of whole facility DAY SET FEE 328.76 340.30 

Broadmeadows Youth Centre Hire of Venue Space Commercial (for profit) hire of venue space HOURS SET FEE 67.20 69.60 

Broadmeadows Youth Centre Hire of Venue Space - Half Day Commercial (for profit) hire of venue space HALF DAY SET FEE 201.50 208.60 

Broadmeadows Youth Centre Hire of Venue Space - Whole Day Commercial (for profit) hire of venue space WHOLE DAY SET FEE 401.73 415.80 

Broadmeadows Youth Centre Hire of Meeting Rooms Commercial (for profit) hire of meeting rms HOURS SET FEE 34.76 36.00 

Broadmeadows Youth Centre Hire of Meeting Rooms - Half Day Commercial (for profit) hire of meeting rms HALF DAY SET FEE 100.70 104.20 

Broadmeadows Youth Centre Hire of Meeting Rooms - Whole Day Commercial (for profit) hire of meeting rms WHOLE DAY SET FEE 201.50 208.60 

Broadmeadows Youth Centre Hire of Whole Facility Commercial (for profit) hire of whole facility WHOLE DAY SET FEE 605.43 626.60 

Sunbury Youth Centre User/Fees & Charges Bond Fee to secure band room bookings PER CLIENT SET FEE 105.29 108.95 

Broadmeadows Youth Centre User/Fees & Charges Bond Fee to secure facility bookings PER CLIENT SET FEE 210.50 210.50 

Proceeds / Entry Freeza Grant Entry charges for FreeZA events PER CLIENT SET FEE 10.98 11.35 

101


Appendix E 



UNIT OF 

MEASURE 

STATUTORY 

OR SET FEE 

CHARGED 

UNIT FEE 



$ $ 

Broadmeadows Youth Centre Hire of Venue Space - Half Day Commercial (for profit) hire of venue space HALF DAY SET FEE 201.50 208.60 

Broadmeadows Youth Centre Hire of Venue Space - Whole Day Commercial (for profit) hire of venue space WHOLE DAY SET FEE 401.73 415.80 

Broadmeadows Youth Centre Hire of Meeting Rooms Commercial (for profit) hire of meeting rms HOURS SET FEE 34.76 36.00 

Broadmeadows Youth Centre Hire of Meeting Rooms - Half Day Commercial (for profit) hire of meeting rms HALF DAY SET FEE 100.70 104.20 

Broadmeadows Youth Centre Hire of Meeting Rooms - Whole Day Commercial (for profit) hire of meeting rms WHOLE DAY SET FEE 201.50 208.60 

Broadmeadows Youth Centre Hire of Whole Facility Commercial (for profit) hire of whole facility WHOLE DAY SET FEE 605.43 626.60 

Sunbury Youth Centre User/Fees & Charges Bond Fee to secure band room bookings PER CLIENT SET FEE 105.29 108.95 

Broadmeadows Youth Centre User/Fees & Charges Bond Fee to secure facility bookings PER CLIENT SET FEE 210.50 210.50 

Proceeds / Entry Freeza Grant Entry charges for FreeZA events PER CLIENT SET FEE 10.98 11.35 

102


End of Hume City Council Budget Report 

103

REPORTS – PROSPERITY OF THE CITY 

14 MAY 2012 


COUNCIL PLAN THEME – PROSPERITY OF THE CITY 

REPORT NO: 

REPORT TITLE: 

SOURCE: 

DIVISION: 

PC69 

Barry Road Shopping Centre - Submissions on the 

Special Charge Scheme 

Nick Varvaris, Assistant Manager Traffic & Civil Design 


FILE NO: 3260 

POLICY: 


CP2007/06/75 

Transport 


This report seeks to establish a Committee of Council to hear submissions in relation to a 

Special Charge Scheme to construct parking bays on Dunstan Parade for the Barry Road 

Shops, Campbellfield. 


That in accordance with Section 223 of the Local Government Act 1989 (the Act) a 

Committee of Council consisting of Merri Ward Councillors be formed to hear 

submissions relating to a Special Charge Scheme to construct parking bays for the 

Barry Road Shops, Campbellfield. The submissions will be heard on Tuesday 15 May 

2012 at 6:00pm at Hume Global Learning Centre, Broadmeadows. 


3.1 The estimated cost of constructing 35 parking bays, including the associated footpath, 

is $160,000. 

3.2 The parking infrastructure, including the footpath, is proposed to be jointly funded 50% 

by Council and 50% by property owners under a special charge scheme. Therefore, 

property owners would be required to contribute $80,000 through the special charge 

scheme. 

3.3 In conjunction with the parking, additional works are also required to ensure safety. 

This work is estimated to cost $50,000 and includes two road humps, resheeting of the 

road, an upgrade of street lighting, line marking and signage. 



14 MAY 2012 


REPORT NO: PC69 (cont.) 

3.4 Council’s total contribution to the project is $130,000, which consists of its share of the 

parking bays ($80,000) and the additional works ($50,000). Council’s contribution of 

$130,000.00 has been referred to the 2012/13 Capital Works Program for 

consideration. 


4.1 Section 163 of the Act enables a Council to declare a special charge scheme on a 

group of properties, to recover the cost associated with works that will provide a special 

benefit to those property owners. 

4.2 Under Section 223 of the Act any person may make a submission in relation to 

Council’s proposal to declare a special charge on a group of properties. 


5.1 In June 2007 Council adopted a Special Charge Scheme Policy – Road Construction 

and Drainage Services. This was prepared in order to assist in explaining the relevant 

legislation and to provide guidance on Council’s approach to schemes. 

5.2 Attachment 1 shows a flow diagram from that adopted Policy and highlights the stage 

in the process where this scheme is currently positioned. 

5.3 Council resolved at it’s meeting on 26 September 2011 to give public notice and notify 

all affected property owners from 319-359 Barry Road of its intention to declare a 

special charge for a 50% contribution toward the construction cost of 35 parking bays 

including the associated footpath in Dunstan Parade, Campbellfield. 

5.4 Since this last Council resolution, the design and documentation of the parking bays 

and associated works has been documented. Notice of Council’s intention to declare 

the Special Charge Scheme was given on 20 March 2012. This was done via a public 

notice in the Hume Leader newspaper, which outlined the rights of any person to make 

a submission under Section 223 of the Act, in relation to the proposed Scheme. A 

copy of the public notice was sent with a covering letter to all property owners and 

tenants of affected properties. 

5.5 Council has received a written submission from one property owner objecting to the 

Special Charge Scheme stating that they would like to be heard by the Committee of 

Council. The written submission does not state any reasons for the objection to the 

Special Charge Scheme. 

5.6 The property owner objecting to the scheme has been advised of the date and time of 

the hearing with the Committee of Council subject to Council’s resolution to form a 

Committee. 

5.7 A Council report on the Special Charge Scheme together with comments heard by the 

Committee of Council will be presented to Council at its next available meeting for a 

decision to proceed with the scheme or otherwise. 



14 MAY 2012 



5.8 Should Council resolve to declare a special charge the property owners that are liable 

will be notified of the apportioned cost for the construction of the parking bays for the 

Barry Road shops. They will also be advised that they may appeal to Victorian Civil and 

Administrative Tribunal (VCAT) within 30 days of Council’s decision. 

5.9 Assuming there are no appeals lodged with VCAT construction of the parking bays 

could commence in August 2012 and be completed by October 2012. 


Before Council can take any further action regarding the proposed special charge for the 

construction of parking bays for the Barry Road Shops, a Committee of Council needs to be 

formed to hear the submission that has been received under Section 223 of the Act. 



14 MAY 2012 



Attachment 1 – Special Charge Scheme Flow Diagram 



14 MAY 2012 


REPORT NO: 

PC70 

REPORT TITLE: Hume Planning Scheme Amendment C164 - 275 

Racecourse Road, Sunbury Rezoning - Authorisation 

SOURCE: 

Julia Bell, Strategic Planner 

DIVISION: 

FILE NO: 


HCC12/260 

POLICY: - 


Economy 


Planning Scheme Amendment C164 relates to land at 275 Racecourse Road, Sunbury and 

will facilitate the development proposed by Australand in accordance with the 

275 Racecourse Road, Sunbury Master Plan – February 2010 as adopted by Council on 

23 February 2010 and in response to Councils’ expression of interest process. The 

development proposed is generally consistent with the Master Plan comprising a 390 lot 

subdivision, associated Neighbourhood Activity Centre (NAC), public open space areas 

incorporating wetlands, quality vegetation zones and public open space areas. To facilitate 

this development, the Amendment proposes the rezoning of the site and a introduction of the 

Development Plan Overlay. It is recommended that Council seek authorisation from the 

Minister for Planning to prepare and exhibit the Amendment. 


That Council: 

2.1 seeks authorisation from the Minister for Planning to prepare Planning Scheme 

Amendment C164 to rezone land and introduce a Development Plan Overlay for 

the redevelopment of 275 Racecourse Road, Sunbury in accordance with 

Section 8A of the Planning and Environment Act 1987; 

2.2 subject to Ministerial Authorisation, prepare and exhibit Planning Scheme 

Amendment C164 to the Hume Planning Scheme in accordance with Section 19 

of the Planning and Environment Act 1987. 


Planning and Environment Act 1987. 



14 MAY 2012 




4.1 To inform the finalisation of the 275 Racecourse Road Sunbury Master Plan – February 

2010 (Master Plan), a significant level of community consultation has been undertaken. 

4.2 Following completion of the Master Plan and adoption by Council, it was noted that a 

Planning Scheme Amendment will be required to facilitate the development, and if 

authorised, the Amendment will provide further opportunity for the community to 

comment on the development of the site. 

4.3 Subject to Ministerial Authorisation, the Amendment will be exhibited in accordance 

with the requirements of Section 19 of the Planning and Environment Act 1987 for a 

period of a month. This will include: 

 

 

 

 

 

A notice in the local newspaper circulating the local area; 

Notice to all affected and adjoining landowners; 

Notice in the Government Gazette; 

Notice to relevant referral agencies; and 

Notice to all Ministers prescribed under the Act. 

4.4 This process will ensure affected landowners have the opportunity to comment on the 

implementation of the adopted Master Plan via the proposed amendment. 

5. BACKGROUND: 

5.1 Subject Site (the Amendment land) 

5.1.1 Property Description 

(a) 

(b) 

(c) 

(d) 

The subject site is located at 275 Racecourse Road and is bounded by 

Racecourse Road to the east, Emu Road to the north, Winilba Road to 

the west and Kismet Road and Dunrossil Drive to the south. The 

property consists of 50.44 hectares of vacant land and is located 

approximately 2.5 kilometres north of the Sunbury Township. 

The site is irregular in shape and is predominantly covered in open 

grasslands. The land is bounded by low density housing to the north and 

west, conventional housing to the south, and Racecourse Road and 

farming land to the east. A drainage easement in favour of Western 

Water runs along the eastern side of the allotment. 

The land to the south is relatively flat, however the topography of the 

land further north east is characterised by a series of intervening gullies, 

resulting in a significant elevation of the land between 3 and 4 metres 

from the north eastern corner of the site, via Racecourse Road with 

views of Jacksons Creek. 

Please see Attachment 1 for a map of the subject site and surrounds. 



14 MAY 2012 



5.1.2 Background 

(a) Following completion of community consultation, on 22 February 2010, 

Council adopted the Master Plan informed by the issues raised by the 

community, and noted that a Planning Scheme Amendment would follow 

to facilitate the development outlined in the Master Plan. It was also 

noted that the Planning Scheme Amendment process would provide a 

further opportunity for the community to comment on the development of 

the site. 

(b) 

(c) 

Following adoption of the Master Plan, Council sought expressions of 

interest from developers to implement the Master Plan. Following 

completion of the tender process, Council named Australand as its 

preferred developer in December 2011. 

The Planning Group (TPG) on behalf of Australand have now submitted 

a request for the preparation and exhibition of a planning scheme 

amendment. 

5.2 Existing Planning Policy Framework 

5.2.1 The site is located within the Farming Zone Schedule 3. The land surrounding 

to the north, west and south west are within the Low Density Residential Zone 

(LDRZ) and land to the south is within the Residential 1 Zone (R1Z). Land to 

the east of the site on the opposite side of Racecourse Road is within the 

Rural Conservation Zone (RCZ). 


6.1 Proposed Planning Scheme Amendment 

6.1.1 The Amendment proposes the following: 

(a) Rezoning of the site from Farming Zone Schedule 3 to part Residential 1 

Zone, Business 1 Zone and Public Park and Recreation Zone; 

(b) Modification of the Schedule to the Business 1 Zone to include a cap on 

the leasable floor area of 5,000sqm; and 

(c) Introduction of a Development Plan Overlay to the entire site to control 

the future built form and conditions for future use and development to be 

shown on a development plan prior to the issue of a planning permit. 

6.1.2 A map depicting the proposed zoning is provided at Attachment 2. 

6.1.3 Residential 1 Zone (R1Z) 

(a) 

The purpose of the R1Z is to provide for residential development at a 

range of densities with a variety of dwellings to meet the housing needs 

of all households, to encourage development that respects the 

neighbourhood character and in appropriate locations to allow a limited 

range of non-residential uses to serve local community needs. 



14 MAY 2012 



(b) 

(c) 

(d) 

It is proposed to rezone the majority of the site to R1Z to facilitate the 

development of a mix of residential densities with complimentary open 

space areas and an activity centre in line with the purpose of the R1Z. 

The proposed zoning will facilitate the housing objectives within the 

State and Local Planning Policy Frameworks by providing a diverse 

housing stock with supporting infrastructure to enable sustainable urban 

development. 

The use of the R1Z will allow the development of the site for a mixture of 

residential development with a neighbourhood activity centre and public 

open space as outlined in the Master Plan, whilst providing an enhanced 

housing diversity outcome for the future population of Sunbury. 

6.1.4 Business 1 Zone (B1Z) 

(a) 

(b) 

(c) 

(d) 

The purpose of the B1Z is to encourage the intensive development of 

business centres for retailing or other complimentary commercial, 

entertainment and community uses. 

The amendment proposes to rezone approximately 2 hectares of the site 

to B1Z to deliver a Neighbourhood Activity Centre (NAC) with a retail 

floorspace of 5,000sqm. The Master Plan adopted by Council in 2010 

originally proposed 3,900sqm of retail floor space but expected that the 

final size and viability of the centre would be subject to further economic 

assessments. 

Australand has determined, through further economic assessment that 

there is market support for a NAC of 5,000sqm. It was also identified by 

Australand that a NAC of 5,000sqm would be more viable if it was 

located on the corner of Racecourse Road and Elizabeth Drive. This site 

was determined to be the most suitable for a NAC for visibility and 

accessibility considerations. Whilst proposed in a different location to 

that envisaged in the Master Plan, the current proposed location of the 

NAC is considered appropriate and will not result in any additional offsite 

effects than the original location. The proposed location and size of 

the NAC remains consistent with the intent of the Master Plan to provide 

a NAC on the site to serve both the new and existing communities. 

The provision of the B1Z within the site supports the State and Local 

Planning Policy Framework, as it proposes to locate new housing in or 

close to an activity centre providing access to services and transport, 

enforcing the principles for long term sustainability, including walkability 

and public transport. 

6.1.5 Public Park and Recreation Zone (PPRZ) 

(a) 

The amendment proposes to rezone some of the subject site to PPRZ to 

protect and retain areas of Grassy Woodland and other native 

vegetation zones as well as creating open space areas. This aligns with 

the purpose of the PPRZ which is to recognise areas for open space and 

to protect and conserve areas of significance where appropriate. 



14 MAY 2012 



(b) 

(c) 

Clause 11.03-1 of the Hume Planning Scheme requires local open 

space networks for both recreation and conservation of natural and 

cultural environments. The PPRZ is proposed to both conserve the 

biodiversity values of the site as well as creating an open space network 

linked by walking and cycling trails. 

The introduction of the PPRZ to the site will enable the implementation 

of a key feature of the Master Plan, which is the retention of a large 

proportion of native grasslands (Grassy Woodlands). 

6.1.6 Development Plan Overlay (DPO) 

(a) 

(b) 

To facilitate the implementation of the Master Plan adopted by Council 

on 22 February 2010, the Amendment proposes the introduction of a 

Development Plan Overlay (DPO) over the site. A DPO is proposed to 

provide greater certainty that the form and nature of development is 

broadly consistent with the Master Plan before planning permits for 

subdivision and development are issued. 

The DPO Schedule provides that a Development Plan address key 

issues such as: 

(i) Creation of roundabouts where Elizabeth Drive extends into the 

Development and where the Elizabeth Drive extension intersects 

with Racecourse Road. 

(ii) Maintenance of the road reserve width along Elizabeth Drive to 

allow future duplication and retain on street parking, footpath and 

the provision for bicycle paths; 

(iii) Provision of an integrated pedestrian and bicycle path network, 

incorporated into the road and public open space system. 

(iv) Development of access and entry points and linkages to 

Racecourse Road, Kenway Street, Winilba Road, Elizabeth Drive 

and Dunrossil Drive. 

(v) 

(vi) 

An overall landscape strategy for the site. 

Details of how the proposal will demonstrate best practice 

Environment Sustainable Development (ESD) principles. 

(vii) A Specific Area Plan for land contained within the Business 1 Zone 

to set the design and function (uses) within the activity centre. 

(viii) Delivery of a diversity of residential lot sizes including an interface 

to the Low Density Residential Zone land with lots in excess of 

1,000 sqm in area. 

(ix) The provision of a 10 metre no-build buffer zone to part of the 

southern and western boundaries abutting the Low Density 

Residential Zoned land. 

(x) 

(xi) 

Creation of a sensitive interface to adjoining residential areas. 

Creation of a visual landscape screen along the Racecourse Road 

frontage to soften the appearance of the subdivision and establish 

an entry statement. 

(xii) Creation of a wetland area in the south-east corner of the 

development. 

(xiii) Retention of the higher quality grasslands to the south of the 

development. 

(xiv) Retention of the 3 significant trees on the site. 



14 MAY 2012 



(xv) The protection and management of identified sites of Aboriginal 

Cultural heritage significance in line with the endorsed Cultural 

Heritage Management Plan salvage plan dated 28 January 2011, 

AAV Management Plan Identifier 11279 and offset management 

plan. 


Planning Scheme Amendment C164 relates to land at 275 Racecourse Road, Sunbury and 

will facilitate the development proposed by Australand in accordance with the 

275 Racecourse Road, Sunbury Master Plan – February 2010. The redevelopment proposes 

a new community comprising a 390 lot subdivision, associated neighbourhood activity centre, 

public open space areas incorporating wetlands, quality vegetation zones and public open 

space areas. To facilitate this development, the Amendment proposes the rezoning of the 

site and the introduction of the Development Plan Overlay. It is recommended that Council 

seek authorisation from the Minister for Planning to prepare and exhibit the Amendment. 



14 MAY 2012 



ATTACHMENT 1 



14 MAY 2012 



ATTACHMENT 2 



14 MAY 2012 


REPORT NO: 

REPORT TITLE: 

SOURCE: 

DIVISION: 

FILE NO: 

PC71 

Hume City Council Tourism Strategy 2011-2015 - Year 

One Progress Report 

Emanuela Camera, Tourism Development Officer 


HCC04/822 

POLICY: - 


Economy 


1.1 In April 2011 Council adopted the Hume City Council Tourism Strategy 2011-2015. The 

strategy was developed to guide the strategic direction of tourism in the municipality 

and further develop Hume as a quality repeat visitor destination. Council consulted 

widely with key tourism businesses, stakeholders and the public in the preparation of 

the Strategy to ensure that it reflects the views of the industry. 

1.2 The Hume City Council Tourism Strategy 2011-2015 covers five key themes, each 

supported with a series of detailed objectives and actions: 

(a) 

(b) 

(c) 

(d) 

(e) 

Tourism Product and Business Development; 

Marketing and Promotion; 

Visitor Servicing; 

Visitor Support Infrastructure and Investment; and 

Developing Industry Leadership. 

1.3 The purpose of this report is to provide Council with an update on the key outcomes 

and achievements undertaken over the last 12 months. The report is supported by 

attachment 1 (a full list of achievements against the five key themes). 


That Council notes the content of the Hume City Council Tourism Strategy 2011-2015 

year one progress report. 



14 MAY 2012 




3.1 Some of the actions in the Strategy are included within Council’s operational budget 

whilst others are subject to securing funding from external sources or in-kind 

opportunities. Select actions involve influencing the public and private sector to invest 

in tourism within Hume City. The Strategy where appropriate, guides Council’s 

prioritisation of projects as part of its annual budget deliberations. 


4.1 Council consulted widely in the preparation of the Hume City Council Tourism Strategy 

2011-2015 to ensure that it reflected the views of industry and partners. For example, 

the Regional Tourism Organisation for Melbourne- Destination Melbourne, and the 

Daylesford and Macedon Ranges Tourism Board (DMRTB). 

4.2 At a local level, consultation took place with key tourism representative group- the 

Sunbury and District Grape Growers Association (SDGGA) and key local attractions 

such as Rupertswood Mansion and Living Legends. 

4.3 To complement this, the Strategy also went to public consultation for an 8 week period 

in an effort to further validate the identified directions. 

4.4 Council received a strong response to the Strategy including 19 submissions. The 

submissions provided constructive suggestions on tourism opportunities and were 

supportive of the proposed directions. 

4.5 A range of common themes and opportunities were then identified and integrated into 

relevant sections of the Strategy. In April 2011 the Strategy was then adopted by Hume 

City Council. 


5.1 Tourism incorporates activities that bring people into an area they don’t normally reside 

in for a period of time. It is incorporated into activities including: 

(a) 

(b) 

(c) 

(d) 

(e) 

(f) 

(g) 

(h) 

(i) 

(j) 

Events and entertainment; 

Attractions; 

Food and wine; 

Accommodation; 

Shopping; 

Sport, recreation and enjoying flora and fauna; 

Arts and culture; 

Visiting for business purposes; 

Visiting friends and relatives; and 

Education (either school groups or international students at educational 

institutions). 



14 MAY 2012 



5.2 According to the World Tourism Organisation, tourists are defined as people who 

“travel to and stay in places outside their usual environment for more than 24 hours 

and not more than one consecutive year for leisure, business and other purposes not 

related to the exercise of an activity remunerated from within the place visited”. Within 

the Hume City context, tourism can also include people who visit a destination for less 

than 24 hours for daytrip purposes. 

5.3 The purpose of a tourism strategy is to guide the strategic direction of tourism in the 

municipality. A strategy guides the infrastructure, funding and co-ordination of tourism 

activities at a localised level. 

5.4 Council’s role in supporting tourism is very much a strategic and facilitory one. It 

includes: visitor servicing e.g. resourcing the (SVIC), providing regional tourism 

leadership, supporting local events, brokering new partnerships, advocacy to 

government, helping new tourism product to be established, auspicing training for 

operators and promoting Hume’s tourism assets. 

5.5 Some of Hume’s well known tourism attractions are found in the west of the 

municipality in Sunbury and surrounds. Many are based on history, heritage, nature, 

accommodation and wine. There are however many hidden tourism assets sprinkled 

across Hume and the broader region awaiting further promotion. 

5.6 Since the adoption of the Hume City Council Tourism Strategy 2011-2015 in April 

2011, Council has been working co-operatively with industry and operators on various 

initiatives and strategic partnerships in order to raise the profile of tourism in Hume and 

promote the region as a quality repeat visitor destination. These partnerships have 

been a crucial part in the implementation of the Strategy. Below is an outline of some of 

the key achievements against each theme for the last 12 months. Refer to attachment 

1 for a full list of achievements. 

5.6.1 Theme 1 - Tourism Product and Business Development 

 

 

Implementation of the Tourism Ambassador program in September 

2011- designed to highlight the historical assets of Rupertswood 

Mansion to tourists both international and domestic. The program now 

allows public access to this key Hume attraction free of charge on 

weekends. Council’s contribution to this program includes the provision 

of fully trained volunteers and ongoing support. 

Promotion of Hume as a conference, meeting and business destination 

through Hume City Council’s Melbourne Convention and Visitors Bureau 

(MCVB) industry membership and events. Hume developed a successful 

submission for the 2012 Asia Pacific Incentives and Meetings Expo 

(AIME) hosted buyer and media delegates pre-touring program. On 19 

February 2012 Hume hosted 20 plus national and international 

delegates on a familiarisation of Hume, showcasing some of the region’s 

unique tourism attractions and event facilities with the aim of increasing 

awareness of Hume as a destination to do business/hold an event. The 

event attracted media coverage in local papers including the front page 

of Hume Leader. 



14 MAY 2012 



(i) 

At the conclusion of the tour, attendees were asked to complete a 

short survey about their experience. The purpose of the survey 

was to identify whether hosted buyers were likely to bring business 

to Melbourne and/or Victoria as a direct result of the pre-tour. A 

total of 158 hosted buyers and media completed the survey. Key 

findings: 

100% were satisfied with the meal, site inspections, 

activities, regional hosts and MCVB hosts; 

 

77% plan on bringing business to Melbourne or Victoria 

in the future; 

62% are most likely to bring business to Melbourne or 

Victoria as a result of their pre touring experience; and 

 

60% indicated that AIME pre touring had changed their 

perception about the destination. (Prepared by MCVB 

April 2012). 

 

Hume City Council has provided local tourism businesses with 

information and access to various training, networking and professional 

development opportunities in order to stay informed, be innovative, 

develop their staff and provide visitors with high quality experiences. 

5.6.2 Theme 2 - Marketing and Promotion 

 

Investing in the Visiting Friends and Relatives (VFR) market through a 

dedicated ‘Discover Your Own Backyard’ (DYOB) campaign, an initiative 

of Hume City Council and Destination Melbourne, the Regional Tourism 

Organisation for Greater Melbourne. This marketing and 

communications campaign has specifically targeted locals and their 

visiting friends and relatives in order to increase awareness of Hume’s 

tourism strengths and assets (including historical, heritage and natural 

assets) amongst the community and encourage visitation. This 

multifaceted campaign used a range of mediums including print 

advertising, editorial and a dedicated 'win a holiday in Hume' competition 

via the campaign media partner- The Hume and Sunbury/Macedon 

Weekly reaching 65,000 households and businesses in and around 

Hume. 

(i) 

(ii) 

As an extension of the print marketing and communications 

campaign Hume City Council has also invested in the production 

of a dedicated DYOB online promotional video. 

Statistics show that since the DYOB campaign commenced in 

September 2010: 

Melbourne received over 7.6 million VFR - up by 11.7% 

on year ending December 2010. 



14 MAY 2012 



 

 

VFR visitors stayed for over 16.4 million nights - up by 

3.5% on year ending December 2010. 

In total, VFR visitors spent an estimated $2.8 billion in 

Melbourne - up by 8.8% on year ending December 2010. 

(Source: Data Insights report year ending 2011) 

 

 

Reviewing and updating Council’s website www.hume.vic.gov.au with 

important tourism and visitor information including history and heritage, 

natural assets, markets and dining, events, attractions, wineries etc. 

Sponsorship and promotion of the 2011 Sunbury Wine Region Festival 

(27 and 28 August 2011). The main objective of the festival is to raise 

the profile of the Sunbury Wine Region and encourage repeat visitation. 

(iii) 

The SDGGA reported a 65% increase in visitation to the Festival in 

2011. The event also generated positive media coverage for the 

Sunbury Wine Region in both local and metropolitan media. 

 

Conducting strategic familiarisations and briefings with key influential 

tourism bodies including Tourism Victoria, Destination Melbourne, 

MCVB, Daylesford and Macedon Ranges Tourism, Professional 

Conference Organisers and tour operators in order to lift the profile of 

Hume and its tourism products and encourage positive media coverage. 

5.6.3 Theme 3 - Visitor Servicing 

(a) 

Operation of the SVIC. The SVIC plays an important role within Hume’s 

tourism industry. Its aim is to enrich the visitor experience by informing 

the visitor of what to do and see and where to stay, ultimately increasing 

the amount of money (yield) visitors spend in the region and contributing 

to the regional dispersal of visitors. The SVIC also plays an important 

role in educating local communities to understand the importance of 

tourism in their region and encourage people to “look in their own 

backyard” and discover parks, walkways and other local attractions. 

(i) A survey conducted by Tourism Alliance in 2010 on behalf of 79 

Victorian Visitor Information Centres indicates: 

 

 

 

 

53% of visitors who visited a centre would spend a few 

more hours than originally planned within the area; 

30% would stay an additional day; 

90% of people surveyed suggested that as a result of a 

visit to the Visitor Information Centre they were likely to 

return to the region; and 

61% would spend more money than originally planned. 

(ii) 

SVIC statistics year ending 2011 indicate that the SVIC received a 

total of 11,606 visitors and enquiries. 



14 MAY 2012 



5.6.4 Theme 4 - Visitor Support Infrastructure and Investment 

(a) Hume City Council’s Economic Development Department is in the 

process of developing an Investment Attraction Framework which will 

provide strategic direction in attracting a broad range of new businesses 

into Hume – it’s anticipated that the framework will be implemented by 

2013. 

(b) 

(c) 

Preliminary discussions have been held with DMRTB in regards to 

development opportunities in the accommodation sector in the 

Daylesford Macedon Ranges region. 

The aircraft viewing area at Oaklands Road has been identified as a 

potential site for a satellite Visitor Information Centre. Investigations 

completed on land ownership and the approval process, further 

investigation into visitation numbers and logistics to be undertaken to 

determine whether a feasibility study is required. 

5.6.5 Theme 5 - Developing Industry Leadership 

(a) 

(b) 

Hume City Council has been working closely with DMRTB (of which 

Hume is a member) to integrate the Sunbury and surrounds tourism 

product offer into the strategic and tactical direction of the region. This 

has included broader presence on Tourism Victoria’s website, 

encouraging industry participation in Tourism Excellence programs, the 

delivery of a joint DMRTB and Hume City Council Industry forum, 

participation in 2011 Melbourne Tourism Industry Exchange, and crosspromotion 

amongst the region’s various Visitor Information Centres. 

Hume City Council and the SDGGA have invested in the production of 

the first comprehensive touring guide of wineries located within the 

Daylesford and Macedon Ranges region. The guide is aimed at the 

domestic and international self-drive market with the objective of 

showcasing and motivating visitation to, and to raise awareness of the 

regions’ wineries. DMRTB is coordinating the production of the guide on 

behalf of the Daylesford Macedon Ranges region and is due to be 

launched in May/June 2012. Approximately 60,000 copies of the guide 

will be produced and distributed through Visitor Information Centres and 

wine associations within the region. 

6. RESULTS: 

6.1 Whilst tourism statistics in regards to domestic and international visitation and spend at 

the municipal level are not available, the Australian Bureau of Statistics does publish 

Local Government data about Hume’s accommodation sector. Research demonstrates 

that employment in this sector in Hume City has increased by 19% over the past two 

years - today the accommodation sector employs 625 people around the 

municipality. In 2011 more than 362,000 tourists stayed overnight in Hume City, 

spending almost $50 million on accommodation while they were here. 



14 MAY 2012 



6.2 On a broader level, metropolitan Melbourne (of which Hume City is part of) welcomed 

1,653,000 international visitors last year, who spent a combined total of $3.97 billion 

around Melbourne during their visit (Source: Tourism Research Australia). In addition, 

domestic overnight visits and day visits by Australian residents numbered 22.2 million, 

who spent $6.34 billion during their visit. The growth in employment, combined with the 

large amount of revenue which is generated by tourists to Hume City supports the 

importance of Hume’s role in investing in this industry and the delivery of the Hume 

City Council 2011-2015 Tourism Strategy. 


Over the next four years council will continue to work closely with peak industry stakeholders 

and local operators to deliver the identified actions in the 2011-2015 Tourism Strategy and 

guide the long term advancement of the tourism sector in Hume into the future. 


Attachment 1: 

HUME CITY COUNCIL TOURISM STRATEGY 2011-2015 

YEAR 1- LIST OF ACHIEVEMENTS 

In April 2011 Hume City Council adopted the Tourism Strategy 2011-2015. The Strategy is based around the following five key themes: 

1. Tourism Product and Business Development; 

2. Marketing and Promotion; 

3. Visitor Servicing; 

4. Visitor Support Infrastructure and Investment; and 

5. Developing Industry Leadership. 

Each theme is supported by a range of objectives and actions to help raise the profile of the region as a quality repeat visitor destination. Below is a progress report on some of the actions achieved. 

Acronyms: 

AIME- Asia Pacific Incentives and Meetings Expo 

ATAP- Australian Tourism Accreditation Program 

DMR- Daylesford Macedon Ranges 

DMRT- Daylesford Macedon Ranges Tourism 

DMRTB- Daylesford and Macedon Ranges Tourism Board 

DYOB- Discover Your Own Backyard 

HCC- Hume City Council 

MCVB- Melbourne Convention and Visitors Bureau 

OVG- Official Visitor’s Guide 

MTIE- Melbourne Tourism Industry Exchange 

PCO- Professional Conference Organiser 

SDGGA- Sunbury and District Grape Growers Association 

SVIC- Sunbury Visitor Information Centre 

SWR- Sunbury Wine Region 

VFR- Visiting Friends and Relatives 

VIC- Visitor Information Centre 

VTIC- Victoria Tourism Industry Council 

Theme 1: Tourism Product & Business Development 

Increase in the growth of quality experiences for visitors. 

OBJECTIVES ACTIONS OUTCOMES RESOURCING ACHIEVEMENTS- YEAR 1 

Pursue industrial tourism 

opportunities in Hume 

City to create new visitor 

experiences. 

Promote factory outlets and direct-topublic 

businesses in Hume (e.g. 

Broadmeadows, Campbellfield and 

Tullamarine, subject to planning controls). 

Approach industry (e.g. in Broadmeadows; 

Campbellfield and Tullamarine) about 

providing new industrial tourism 

experiences (e.g. visits, educational tours). 

A tour and/or network of 

factory outlets/direct to public 

businesses, giving an added 

hands-on experience. 

Promotes and encourages 

tourism in the City. 

Private sector 

funding. 

-Co-ordinated comprehensive list of direct to public food outlets in Hume and promoted via 

www.hume.vic.gov.au/tourism. 

-Feature story in December 2011 edition of Economic Update publication profiling some of Hume’s direct to public 

outlets. 

-HCC conducts regular business stakeholder visits including direct to public outlets in order to build stakeholder 

relationships, provide access to support programs such as state and federal government initiatives and source direct 

feedback from industry. 

Continue to strengthen 

the Birthplace of the 

Ashes brand. 

Host and support a range of events to 

celebrate the 175 years milestone for 

Sunbury including the unveiling of the 

Cricketer’s busts and free historic bus 

tours. 

Work in partnership with Rupertswood 

Mansion to promote and strengthen the 

To create a better 

understanding and 

perception of Sunbury as the 

Birthplace of the Ashes. 

In-kind support. 

-HCC co-ordinated the SVIC Open Day held on 27 March 2011 including free bus tours of Sunbury region and 

attractions- including Rupertswood Mansion- birthplace of the ashes. 

-Implemented the Tourism Ambassador Program endorsed by council in September 2011. The program was designed 

to highlight the historical assets of Rupertswood to both international and domestic tourists. The program now allows 

public access to this key Hume attraction free of charge on weekends. Council’s contribution to this program includes 

the provision of fully trained volunteers and ongoing support. Agreement in place until September 2012 when it will be 

reviewed. 

1

history of the Birthplace of the Ashes 

through Hume City Council’s Tourism 

Ambassador Program. 

-Supported the Marketing and Communications branch in the promotion of the Sunbury 175 celebrations including: 

-the public celebration of the unearthing of a 25-year-old time capsule at the George Evans Monument on Monday 

15 August 2011; 

-the unveiling of the cricketers busts, on 10 December 2011 at the corner of Brook and Evans Streets in Sunbury. 

Four of the most famous cricketers in history were immortalised in bronze to commemorate Sunbury as the home 

of the Ashes; and 

-the recognition of the contribution to the Sunbury community through the 175 faces of Sunbury awards held on 10 

December 2011, at Pitruzzello Estate. The 175 Faces of Sunbury who were honoured included various tourism 

operators such Margaret McLelland- Rupertswood Mansion. 

-Ongoing discussions being held with Rupertswood Mansion re business development and tour guiding opportunities. 

-Conducted strategic familiarisations and product briefings with key influential tourism bodies including Tourism 

Victoria, Destination Melbourne, MCVB and DMRTB in order to lift the profile of Hume and its tourism products 

(including Rupertswood Mansion) and encourage positive media coverage and promotional opportunities. Media 

familiarisation conducted with freelance journalist Sue Wallace resulted in double page spread feature story in Border 

Mail- February 2012. The story profiled various Hume tourism assets including Rupertswood Mansion and Living 

Legends. 

-Coordinated familiarisations of Hume including Rupertswood Mansion for surrounding Victorian Visitor Information 

Centres including Wyndham, Hobson’s Bay and Melton in order to educate them of Hume’s tourism products and 

encourage cross promotion. 

-Arranged itineraries and/or volunteer tour guide to highlight historical significance to countless Probus and U3A 

groups from around Victoria. 

-Represented Hume product including Rupertswood Mansion at the MTIE in September 2011 with Hepburn, Macedon 

Ranges and DMRTB. The purpose of MTIE was to promote the DMR region to other tourism bodies including hotel 

concierges, tour companies, VIC volunteers and other regional tourism associations. Approximately 280 visitors 

attended the event. 

-Promoted Hume including Rupertswood Mansion via HCC’s website, tourism collateral and SVIC. 

-Promoted Rupertswood Mansion and the Ambassador Program via HCC’s 3NRG tourism radio segment- 4 August 

2011. 3NRG is Sunbury’s local radio station and attracts a potential audience of 200,000 listeners in Sunbury and the 

greater north-western suburbs. This regular segment is a great opportunity to capture the highly-valuable visiting 

friends and relatives market and create awareness of Hume’s tourism activities to the local community. 

-Developed a successful submission for the 2012 AIME hosted buyer and media delegates pre-touring program. On 19 

February 2012 HCC hosted 20 plus national and international delegates on a familiarisation of Hume from across 

South East Asia, showcasing some of the region’s unique tourism attractions and event facilities with the aim of 

increasing awareness of Hume as a destination to do business/hold an event. The event attracted media coverage in 

local papers including the front page of The Leader. Rupertswood Mansion formed part of the pre-touring program. 

-Promoted the accommodation sector of Hume including Rupertswood Mansion at Living Legends’ Open Day in 

October 2011 during the spring racing carnival. This highlighted Hume’s unique venues and accommodation offer. 

-Targeted the VFR market through a dedicated ‘Discover Your Own Back’ campaign- an initiative of HCC and 

Destination Melbourne, the Regional Tourism Organisation for Greater Melbourne. This marketing and 

communications campaign has specifically targeted locals and their visiting friends and relatives in order to increase 

awareness of Hume’s tourism strengths and assets (including historical, heritage and natural assets) amongst the 

community and encourage visitation. The campaign consisted of four print advertisements via media partner Hume and 

Sunbury Weekly, a dedicated DYOB competition which received over 130 entries, editorial with ambassadors including 

Eddie McGuire and HCC Mayor, as well as an internal campaign targeting HCC staff. Rupertswood Mansion was 

heavily promoted via this print and online campaign. 

As an extension of the print campaign HCC has invested in the production of a dedicated DYOB promotional online 

video. The video will feature footage of some of Hume’s key tourism assets including Rupertswood Mansion. The video 

will be distributed online via a comprehensive list of sites including www.visitvictoria.com.au, you-tube, 

www.hume.vic.gov.au. Hume will also explore distributing the video via real estate agents, potential investors, 

developers etc. 

2

Further explore Sunbury 

Music Festival 

opportunities. 

Explore interpretation options at the Billy 

Thorpe Memorial site in Diggers Rest. 

Establishment of innovative 

interpretation at the Billy 

Thorpe Memorial site in 

Diggers Rest. 

Subject to private 

sector investment 

and grant funding. 

-Discussions being held within internal HCC department regarding the replacement of plaque and regular upkeep and 

maintenance of the site. 

Explore Indigenous 

tourism opportunities. 

Hold discussions with Kangan Institute’s 

Gunung-Willam-Balluk Learning Centre to 

investigate how to promote local 

Indigenous history and tourism. 

New tourism product to offer 

visitors. 

Private Sector 

Investment. 

-Preliminary discussions held with DMRTB to investigate if an indigenous product can be delivered on behalf of the 

region. To be further investigated. 

Explore the tourism 

potential of 

Westmeadows, 

Greenvale and 

Craigieburn 

with regards to historical 

assets and walking & 

cycling paths. 

Hold discussions with local historical 

societies and Council departments with 

regards to structured walking tours, 

interpretation etc. 

Support the promotion of Hume’s walking 

and cycling experiences. 

Promotion of Westmeadows, 

Greenvale and Craigieburn 

as visitor destinations. 

Incorporating more ‘nontraditional’ 

tourism 

businesses into the local 

industry and understanding 

their role. 

Funded within 

existing 

Council budget. 

-Currently exploring the possibility for interpretive signage of the Craigieburn region at the new Craigieburn Global 

Learning Centre. 

-Promoted Hume’s historical walking tours and self drives via the SVIC and www.hume.vic.gov.au. 

-Actively supported Hume’s walking and cycling paths through various promotional outputs including the DYOB print 

campaign and online video, HCC website, 3NRG tourism radio segment, collateral at the SVIC and VIC stand at 2012 

Craigieburn Festival. 

Promote Hume City as a 

conference, meeting & 

events destination. 

Continue to work with Council’s Marketing 

& Communications Department to promote 

and support major cultural and community 

events. 

Develop partnerships with Melbourne 

Convention & Visitors Bureau, including 

membership for Hume City Council. 

Investigate possibility of joint product 

representation at conference trade shows 

such as Australian Incentive and Meeting 

Exchange (AIME). 

Increase awareness of Hume 

as a destination to do 

business and hold events. 

Increase awareness among 

local residents and 

businesses. 

Not funded within 

existing 


-Supported HCC’s Marketing and Communication branch in promoting the 2011 Hume Music Festival and securing 

potential participation by tourism operators such as Goona Warra Vineyard, Living Legends, Emu Bottom and 

Pitruzzello Estate. 

-Supported the promotion of council events via 3NRG radio segments including Sunbury 175 celebrations, Music 

Festival, Broadmeadows Fiesta, Christmas Carols and Craigieburn Festival. 

-Supported the promotion of 2011 Backroad Music Festival through the SVIC, HCC’s website, 3NRG tourism radio 

segment, DMRT and Tourism Victoria. 

-Sponsored and promoted the SWR Festival on 27 and 28 August 2011. The main objective of the festival is to raise 

the profile of the Sunbury Wine Region and encourage repeat visitation. The SDGGA reported a 65% increase in 

visitation to the Festival. 

Organise ‘familiarisation days’ for relevant 

conference and meeting organisers as 

requested. 

Work with local businesses to promote 

their conference, meeting and event 

facilities. 

Provide promotional support to Hume’s 

equine sector including Inglis. 

Building on Hume’s 

reputation for excellence in 

the equine sector. 

-Promoted the accommodation sector of Hume at Living Legends’ Open Day in October 2011 during the spring racing 

carnival. This highlighted Hume’s unique venues and accommodation offer. 

-Participated in Inglis 2011 open day on 27 February with the provision of a Visitor Information stand and tourism 

operator product sampling/information including local wineries and accommodation. Hosted Mayor’s Leaders’ lunch. 

-Participated in Inglis February 2012. Hosted Mayor’s Leaders’ lunch including 21 senior representatives from various 

organisations across Hume. SDGGA supplied wine for the event in order to profile SWR wine offer to this influential 

and captive audience. 

-In March 2011 HCC became a member of MCVB which has provided Hume with many business leads. HCC hosted a 

familiarisation in August 2011 for MCVB staff in order to educate them of the tourism opportunities on offer in Hume 

and to create awareness of our conference and event facilities to promote to potential clients wishing to hold an event 

in Victoria. The familiarisation included visits to unique venues such as Rupertswood, Living Legends, Parkroyal, Emu 

Bottom Homestead and Goona Warra Vineyard. 

-HCC has initiated and conducted several strategic familiarisations and product briefings with key influential tourism 

bodies including Tourism Victoria, Destination Melbourne, MCVB, PCOs and DMRT in order to lift the profile of Hume 

and its tourism products and encourage positive media coverage and promotional opportunities. Each familiarisation 

has been unique and tailored to the stakeholder. These familiarisations have led to other important tourism 

opportunities for Hume including AIME pretouring program, DYOB campaign and media familiarisation with journalist 

Sue Wallace which led to led to publicity in the Border Mail. 

-Developed and delivered a 2012 AIME hosted buyer and media delegate pre-touring program. On 19 February 2012 

HCC hosted 20 plus national and international delegates on a familiarisation of Hume, showcasing some of the 

region’s unique tourism attractions and event facilities including Living Legends, Rupertswood Mansion, Emu Bottom 

Homestead and Goona Warra Vineyard with the aim of increasing awareness of Hume as a destination to do 

business/hold an event. The event attracted positive media coverage in local papers and industry magazines including 

the front page of The Leader, CIM magazine & The Weekly and online. 

3

At the conclusion of the tour, attendees were asked to complete a short survey about their experience. The purpose of 

the survey was to identify whether Hosted Buyers were likely to bring business to Melbourne and/or Victoria as a direct 

result of the pre-tour. A total of 158 Hosted Buyers and media completed the survey. Key findings: 

- 100% were satisfied with the meal, site inspections, activities, regional hosts and MCVB hosts; 

- 77% plan on bringing business to Melbourne or Victoria in the future ; 

- 62% are more likely to bring business to Melbourne or Victoria as a result of their pre touring experience; 

and 

- -60% indicated that AIME pre touring had changed their perception about the destination. 

(prepared by MCVB April 2012) 

-Promoted local operators and their conference/event facilities via HCC’s website, tourism collateral, SVIC, DYOB 

campaign and cross promotional familiarisations with other Victorian VICs. 

-Represented and promoted Hume’s unique events and conference facilities at the MTIE in September 2011. 

Approximately 280 visitors attended the event. 

-Promoted Hume’s accommodation sector via weekly Economic Update e-newsletter in January 2012 edition. 

Increase awareness of 

Hume’s aviation heritage. 

Explore aviation heritage in Hume. Audit 

and profile aviation events and history. 

Promotion of Hume’s aviation 

heritage. 

Subject to 

external funding. 

-Promoted plane spotting vantage points within Hume via tourism collateral, DYOB campaign, familiarisations, website 

and SVIC. 

Promote plane spotting vantage points 

within Hume. 

-Promoted Ansett Aviation Simulator experience via the SVIC and familiarisations. 

-Preliminary investigations taking place in regards to aviation heritage in Hume. 

Encourage further 

tourism business growth 

amongst existing tourism 

products. 

Continue to provide 

Council support for 

existing, new and 

potential businesses. 

Explore ways for Hume City businesses to 

secure marketing assistance (eg Tourism 

Victoria, VECCI, Destination Melbourne, 

Daylesford Macedon Ranges Tourism). 

Continue to provide relevant information 

about networking, promotion and business 

opportunities and forward on relevant 

information. 

Continue to encourage operators to 

network and link their products (eg, 

packaging and bundling). 

Continue to provide operators with 

professional development and labour force 

opportunities including 

workshops/seminars on relevant themes 

(eg tourism excellence workshops, tourism 

accreditation, bundling 

and packaging, mentoring, business 

development, marketing, environmentally 

sustainable practices). 

Establish a regular Tourism Business 

Survey of visitors to identify the industry’s 

strengths, issues and challenges. 

Hold discussions with Parks Victoria with 

regards to Woodlands Historic Park and 

explore partnership opportunities. 

New or enhanced product to 

offer visitors, creating added 

value to stop in Hume City. 

Increased sustainability of 

tourism operators. 

Widens the communication 

channels between Council 

and tourism businesses and 

stronger business networks. 

Allows for Council to have a 

greater understanding of how 

tourism businesses are 

performing; and identifies 

further business 


Allows Council to glean 

much-needed tourism 

research data (ie greater 

understanding of visitor 

numbers, key markets and 

where visitors originate 

from). 

Encourages operators to 

think more strategically and 

creatively. 

Encouraging more 

partnering/packaging and 

bundling activities will create 

a value-add for visitors, 

enhancing the attractiveness 

of Hume City and making our 

products more accessible. 

Funded within 

existing 


-HCC has fostered strong relationships and partnerships with various influential tourism bodies in order to develop their 

knowledge of Hume's tourism offer and initiate collaborative opportunities. 

-Worked collaboratively with Destination Melbourne to co-ordinate and deliver a dedicated VFR campaign- DYOB 

aimed at educating and encouraging the local Hume community to discover the region and bring their visiting friends 

and relatives in order to drive visitation and spend. 

-Worked collaboratively with the SDGGA, DMRT and Destination Melbourne to promote Hume's SWR i.e. via 

dedicated DMR wine guide, DYOB campaign, SWR wine festival, www.hume.vic.gov.au, visitvictoria.com and media 


-Worked collaboratively with SDGGA to sponsor and promote the 2011 SWR Festival with the objective of raising the 

profile of the SWR and encouraging repeat visitation. In 2011 the event recorded a 65% increase in visitation. 

-HCC actively participated in the MTIE in September 2011 with Hepburn, Macedon Ranges and DMRT in order to 

promote the DMR region to other tourism bodies including hotel concierges, tour companies, VIC volunteers and other 

regional tourism associations. Approximately 280 visitors attended the event. 




has been unique and tailored to the stakeholder. These familiarisationss have led to other important tourism 

opportunities for Hume such as AIME and DYOB campaign. 

-Worked collaboratively with DMRTB to integrate the Sunbury and surrounds tourism product offer into the strategic 

and tactical direction of the region. This has included active presence at broad meetings, the investment in and 

development of the first DMR region wine guide, broader Hume presence on Tourism Victoria’s website, inclusion in 

DMR OVG, working with PR consultant Betsy Pie to generate positive PR, operator participation in Tourism Excellence 

training programs such as customer service and business planning, participation in MTIE, cross-promotion amongst 

the region’s VICs and delivery of joint HCC and DMRTB HCC tourism operator forum on 14 March 2012. 

-Discussions held with Tourism Victoria via the VIC reference group to initiate the promotion of a fully accredited VICs 

to increase visitation through HCC’s SVIC with the intention of having a flow on effect to Hume tourism operators. 

-Developed and delivered a 2012 AIME hosted buyer and media delegate pre-touring program. On 19 February 2012 

HCC hosted 20 plus national and international delegates on a familiarisation of Hume from across South East Asia, 

showcasing some of the region’s unique tourism attractions and event facilities including Living Legends, Rupertswood 

Mansion, Emu Bottom Homestead and Goona Warra Vineyard with the aim of increasing awareness of Hume as a 

destination to do business/hold an event. The event attracted media coverage in local papers including the front page 

4

Drive visitation to Woodlands 

Historic Park. 

of Hume Leader. 

-Encouraged tourism operators to subscribe to Eco Update in order to keep informed of the latest opportunities and 

events within the industry and Hume. 

-Currently in discussions with DMRT re tourism research opportunities including mystery shopping surveys – this will 

replace the Tourism Business Survey identified in the Strategy. 

-Tourism Ambassador program endorsed and implemented by council in September 2011. The program was designed 

to highlight the historical assets of Rupertswood to tourists both international and domestic. The program now allows 



reviewed. 

-Initial discussions held with tour companies re business development and additional tour guiding opportunities for 

Hume. 

-Preliminary discussions held with various Hume tourism operators regarding the development of a tourism network to 

further enhance networking opportunities, ongoing communication and collaboration for operators including the 

possibility of packing their products and services. 

-HCC regularly provides Hume's tourism operators with relevant free and paid networking, business and professional 

development opportunities in order to keep the industry informed, encourage innovation and develop labour force skills 

with the aim of providing visitors with high quality experiences. Examples include: 

-Marketing basics seminar 

-Enquiry into Tourism led by VTIC 

-Small business mentoring workshop 

-Turn your hard work into profits seminar 

-From Waste to Resource- Profitable Sustainability BEN forum 

-VTIC Cultural awareness- growing Chinese market forum 

-VTIC The Economics of Inclusive and Accessible Tourism forum 

- Hume Festival of Music participation opportunities 

- Tourism Awards entry details and mentoring opportunities 

- HCC business breakfasts and NBAA breakfasts 

- 2011 Tourism Events and Excellence Conference 

- Labour and Skills Survey for the Sunbury Employment and Learning Committee 3429 

-VTIC MPS 4 Tourism forum 

-AIME expo and pre-touring program 

- visitvictoria.com and hume.vic.gov.au web listings 

-DMRT -Customer Service Excellence 

-DMRTB and HCC tourism forum 

-Destination Melbourne- Business Planning workshop 

-Inglis 2011 and 2012 

-A dedicated industry specific page has been developed on www.hume.vic.gov.au as a resource tool for tourism 

operators including information and links to other tourism bodies and associations. 

-Operators are also encouraged to consider relevant and useful memberships such as VTIC, MCVB and YTN. 

-Discussions to be held with Parks Victoria with regards to Woodlands Historic Park and promotional opportunities. 

5

Theme 2: Marketing & Promotion 

Increase exposure of Hume as a tourist destination to the domestic and International markets through various marketing and promotional activities. 


Continue to support 

Hume’s tourism offer 

through promotional 


Review destination marketing collateral 

and produce as required. 

Identify gaps in existing promotional 

tourism images and re-shoot as/if 

required. 

Review Hume’s participation in Melbourne 

Food and Wine Festival-investigate 

opportunity for Hume tourism operator to 

host and deliver event. 

Support local tourism operators and 

events through in kind marketing 

opportunities such as SVIC brochure 

displays, Hume’s website and council 

communications. 

Work co-operatively with Daylesford and 

Macedon Ranges Tourism Board to 

promote Hume tourism offer to domestic 

and international markets. 

Provide promotional support for new 

tourism businesses whilst maintaining 

exposure for existing tourism offer. 

Increase profile and 

consumer awareness of 

Hume as a tourist destination 

in order to increase visitation 

to the region. 

Funded within 

existing Council 

budget. 

-HCC investigating the development of an official Hume region touring map endorsed by Tourism Victoria to be 

distributed via Victorian VICs. 

-HCC currently developing a suite of Hume region strength collateral in order to showcase Hume’s tourism assets 

including dining, accommodation, conferencing, walking and shopping. 

-Commenced review of the Sunbury and Surrounds brochure in order to integrate broader Hume content. 

-Supported the promotion of council events via 3NRG radio segments including Music Festival, Broadmeadows Fiesta, 

Christmas Carols, Sunbury 175 celebrations and Craigieburn Festival. 

-Photography took place at 2011 Sunbury Lazy Graze to add to image library. 

-An internal review of HCC’s participation in Melbourne Food and Wine Festival (Sunbury Lazy Graze) was undertaken 

in 2011. The decision was made to redirect resources towards different tourism initiatives. 

-Ongoing provision of Hume tourism operator information via the SVIC including continuous training and upskilling of 

volunteers on local industry products and services. Updating VIC collateral, and encouraging new and existing 

operators to take full advantage of the SVIC services. 

-HCC has actively supported our new and existing tourism operators and products through various promotional 

exercises including the DYOB campaign, HCC website, SVIC, www.visitvictoria.com.au, AIME, sponsorship of SWR 

festival, 3NRG weekly radio segment. 

-HCC has participated in a range of open days via SVIC representation at events such as Inglis 2011, Living Legends 

Open Day, MTIE and Craigieburn Festival in order to actively promote the Hume region product. 

- Worked collaboratively with DMRTB to integrate the Sunbury and surrounds tourism product offer into the strategic 

and tactical direction of the region. This has included active presence at broad meetings, broader Hume presence on 

Tourism Victoria’s website, inclusion in DMR OVG, working with PR consultant Betsy Pie to generate positive PR, 

operator participation in Tourism Excellence training programs such as customer service and business planning, 

participation in MTIE, cross-promotion amongst the region’s VICs and delivery of joint HCC and DMRTB HCC tourism 

operator forum on 14 March 2012. 

-HCC has invested in the production of the first comprehensive touring guide of wineries located within the DMR 

region. The guide is aimed at the domestic and international self-drive market with the objective of showcasing and 

motivating visitation to, and to raise awareness of the regions’ wineries. DMRTB is coordinating the production of the 

guide which is due to be launched in May/June 2012. Approximately 60,000 copies of the guide will be produced and 

distributed through VICs wine associations within the region. 

-HCC has worked collaboratively with Destination Melbourne the Regional Tourism Organisation for Greater 

Melbourne to co-ordinate and deliver a dedicated VFR marketing and communications print campaign- ‘Discover Your 

Own Backyard’ aimed at educating and encouraging the Hume community to discover the region and bring their 

visiting friends and relatives in order to drive visitation and spend. As an extension of the print campaign HCC has 

invested in the production of a dedicated DYOB promotional online video. The video will feature footage of some of 

Hume’s key tourism assets including key attractions, nature and heritage, dining offer etc. It will also feature interviews 

with tourism business operators on the things they love best about living/working in Hume and where they take their 

visiting friends and relatives when in Hume. Eddie McGuire who is an ambassador of the DYOB print campaign will 

also feature in the video. The video will be distributed online via a comprehensive list of sites including 

www.visitvictoria.com.au, you-tube, www.hume.vic.gov.au. HCC will also explore distributing the video via real estate 

agents, potential investors, developers etc. 

-Developed and delivered a 2012 AIME hosted buyer and media delegate pre-touring program. In February 2012 HCC 

hosted 20 plus national and international delegates on a familiarisation of Hume from across South East Asia, 

showcasing some of the region’s unique tourism attractions and event facilities including Living Legends, Rupertswood 

Mansion, Emu Bottom Homestead and Goona Warra Vineyard with the aim of increasing awareness of Hume as a 

6

destination to do business/hold an event. The event attracted media coverage in local papers including the front page 

of The Leader. 

-Developed and implemented signage and brochure display on Western Ring road in-bound and out-bound at service 

center near Laverton in conjunction with Melbourne’s West VIC’s in order to promote Hume as a tourism destination. 

-HCC sponsored and promoted the SWR Festival on 27 and 28 August 2011. The main objective of the festival is to 

raise the profile of the SWR and encourage repeat visitation. The SDGGA reported a 65% increase in visitation to the 

Festival in 2011. The event also generated positive media coverage in both local and metropolitan media. 

-HCC supplied Emu Bottom ANZAC biscuits at Princess Mary luncheon at Hume Global Learning Centre. 

-Co-ordinated the SVIC Open Day on 27 March 2011in order to promote the SVIC and Hume’s tourism products to 

locals and VFR market. 

-Supported the Marketing and Communications branch in the promotion of the Sunbury 175 celebrations. 

-Implemented the Tourism Ambassador Program endorsed by council in September 2011. The program was designed 

to highlight the historical assets of Rupertswood to both international and domestic tourists. The program now allows 



reviewed. 

-Coordinated familiarisations of Hume tourism product for surrounding Victorian VICs including Wyndham, Hobson’s 

Bay, and Melton in order to educate them of Hume’s tourism products and encourage cross promotion. 

-HCC has initiated and conducted several strategic familiarisations, site visits and product briefings with key influential 

tourism bodies including Tourism Victoria, Destination Melbourne, MCVB, PCOs and DMRT in order to lift the profile of 

Hume and its tourism products and encourage positive media coverage and promotional opportunities. Each 

familiarisation has been unique and tailored to the stakeholder. These familiarisations have led to various tourism 

opportunities for Hume such as AIME and DYOB campaign. 

-Co-ordinated various site visits of both new and existing tourism operators in Hume in order to develop product 

knowledge, promote development and marketing opportunities and encourage cross collaboration between operators. 

- Worked collaboratively with DMRTB to integrate the Sunbury and surrounds tourism product offer into the strategic 

and tactical direction of the region. This has included active presence at broad meetings, the investment in and 

development of the first DMR region wine guide, broader Hume presence on Tourism Victoria’s website, inclusion in 

DMR OVG, working with PR consultant Betsy Pie to generate positive PR, operator participation in Tourism Excellence 

training programs such as customer service and business planning, participation in MTIE, cross-promotion amongst 

the region’s VICs and delivery of joint HCC and DMRTB HCC tourism operator forum on 14 March 2012. 

-Actively participated in the MTIE 2011 with Hepburn, Macedon Ranges and DMRT in order to promote the DMR 

region to other tourism bodies including hotel concierges, tour companies, VIC volunteers and other regional tourism 

associations. Approximately 280 visitors attended the event. 

-Promoted tourism product via HCC’s tourism website, tourism collateral and SVIC. 

-Promoted various tourism products and events via 3NRG tourism radio segment. 3NRG is Sunbury’s local radio 

station and attracts a potential audience of 200,000 listeners in Sunbury and the greater north-western suburbs. This 

regular segment is a great opportunity to capture the highly-valuable visiting friends and relatives market and create 

awareness of Hume’s tourism activities to the local community. 

-Promoted the accommodation sector at Living Legends’ Open Day during the spring racing carnival. This highlighted 

Hume’s unique venues and accommodation offer. 

Be more active in 

information technology as 

a marketing tool, in 

response to consumer 

trends. 

Continue to maintain and improve the 

tourism section of Hume City Council’s 

website. Include tourism industry specific 

business support, resources and links. 

Promote Hume’s tourism website as the 

site to visit for more information on Hume’s 

tourism offer. 

Integrate social media 

practices into overall 

marketing and promotion of 

tourism in Hume. 

Encourage repeat visitation 

to Hume’s tourism website as 

a source of tourism 

Funded within 


budget. Subject to 


-A review of the tourism section of www.hume.vic,gov.au was undertaken in March 2011. New information on historical 

assets, direct to public food outlets, key attractions accommodation etc were added to the site to make it more 

informative and user friendly. Interactive elements were incorporated into the site including the opportunity for visitors 

to ‘share their story’-submit experiences, and send e-postcards of some their favourite places in Hume. 

-A dedicated industry specific page has been developed on www.hume.vic.gov.au as a resource tool for tourism 

operators including information and links to other tourism bodies and associations. 

7

Explore the use of social media as a 

marketing tool (eg Facebook, i-phone 

applications). 

information for the region. 

-HCC’s website is used as one of the key call to actions across all tourism collateral, promotions and advertising. 

-Developed SVIC facebook page to highlight Hume events and tourism products and encourage cross collaboration 

amongst operators. 

-HCC has invested in the production of a dedicated DYOB online video. The video will run for approximately four 

minutes and feature footage of some of Hume’s key tourism assets. It will also feature interviews with community 

spokespersons such as residents and business owners on the things they love best about living in Hume. Eddie 

McGuire who is an ambassador of the DYOB campaign will also be invited to participate. The video will be will be 

released on 21 different online platforms including – You Tube, www.visitvictoria.com.au, www.hume.vic.gov.au, Sony 

Digital TV and facebook page. 

HCC will also explore distributing the video via real estate agents, potential investors, developers etc. 

-HCC currently investigating the potential use of QR codes in promotional material for DYOB campaign. 

-DMRTB currently investigating the use of I-phone applications to promote the DMR region. 

Increase media attention 

and coverage. 

Actively promote Hume 

tourism offer through 

media opportunities. 

Establish travel/publications media contact 

list. 

Promote Hume tourism offer via relevant 

tourism and travel publications. 

Continue to organise and conduct 

strategic familiarisation trips and 

participate in industry product briefings as 

requested by travel media and the tourism 

industry. 

Continue to maintain image library and 

distribute upon request (publications; 

websites etc.) 

Lift the profile of Hume as 

tourist destination and 

generate positive publicity 

and exposure in tourism 

publications and media 

outlets. 

Funded within 


budget. 

-HCC has worked collaboratively with DMRTB to integrate the Sunbury and surrounds tourism product offer into the 

various tourism publications the first Tourism Victoria branded DMR region wine guide, Tourism Victoria’s website 

(www.visitvictoria.com), DMR OVG, Tourism Victoria publication Wine Regions of Victoria and realted i-phone 

application. 

-HCC has invested in a weekly tourism segment on 3NRG- Sunbury’s local radio station. 3NRG attracts a potential 

audience of 200,000 listeners in Sunbury and the greater north-western suburbs. This regular segment is a great 

opportunity to capture the highly-valuable visiting friends and relatives market and create awareness of Hume’s tourism 

products and activities to the local community. 




has been unique and tailored to the stakeholder. These familiarisations have led to other important tourism 

opportunities for Hume including AIME pre-touring program and DYOB campaign. 

-HCC tourism operators- Rupertswood Mansion and Emu Bottom homestead featured in travel show Coxy’s Big Breakchannel 

7, March 2012. 

-Worked collaboratively with marketing and communications and DMRTB PR consultant to secure a range of positive 

publicity for Hume tourism in local and mainstream media including: 

- Coverage on the adoption of HCC’s 2011-2015 Tourism Strategy in Hume Leader and Weekly-print and 

online- April/May 2012; 

- Coverage of AIME pre-touring program in Conventions and Incentives magazine, Hume Leader and Weeklyprint 

and online – January/February 2012; 

- Coverage of DYOB campaign in Hume Leader and The Weekly- print and online 

- Coverage of SWR in RACV Royal Auto magazine-February 2012- distributed to 2 million RACV members; 

- Co-ordinated media familiarisation of Hume with freelance writer Sue Wallace- resulted in double page spread 

in February 2012 Border Mail-daily paper of Albury/ Wodonga; 

- Coverage of the 2011 Sunbury Lazy Graze event in The Weekly and Hume Leader – March 2011; 

- Coverage of the 2011 SWR festival in The Weekly and Hume Leader as well as a competition in the Herald 

Sun- August 2011; 

- Coverage of the 2011 SVIC open day in The Weekly and Hume Leader- March 2011; and 

- Coverage of the launch of the Rupertswood Ambassador program in The Weekly and Hume Leader- 

September 2011. 

Focus on the Visiting 

Friends and Relatives 

(VFR) market and local 

community participation. 

Continue working with Destination 

Melbourne on the Visiting Friends and 

Relatives campaign, involving a 

Melbourne-wide campaign on encouraging 

Melburnians to experience their ‘own 

backyard’. Extend campaign to local 

community through Hume City Council’s 

communications. 

Promote the services of the Sunbury 

Visitor Information Centre to the local 

Create greater awareness of 

Hume as a tourism 

destination to both the local 

Hume community and 

greater Melbourne and 

Victoria. 

Increase community 

participation in tourism 

activities. 

Funded within 




-HCC invested in the VFR market through a dedicated ‘Discover Your Own Back’ campaign- an initiative of HCC and 

Destination Melbourne, the Regional Tourism Organisation for Greater Melbourne. This marketing and 

communications campaign has specifically targeted locals and their visiting friends and relatives in order to increase 

awareness of Hume’s tourism strengths and assets (including historical, heritage and natural assets) amongst the 

community and encourage visitation. 

This multifaceted campaign used a range of mediums including print advertising, editorial and a dedicated 'win a 

holiday in Hume' competition via the campaign media partner- The Hume and Sunbury/Macedon Weekly reaching 

65,000 households and businesses in and around Hume. 

The campaign was also promoted via participating tourism operators, www.hume.vic.gov.au, Hume Pride, GLC, Hume 

8

community as a resource for visiting 

friends and relatives. 

Investigate the opportunity to promote 

Hume tourism offer into organised arts & 

cultural activities across Hume City, as 

outlined in Council’s Arts and Culture 

Strategy. 

Better promote local product 

and therefore reduce 

economic leakage by 

encouraging local residents 

to spend money locally. 

Libraries and Leisure Centres, Hume People, intranet, messages on hold, Page 4, posters across council buildings, 

3NRG radio segment, retail centres, SVIC, new Hume resident packs and new HCC staff induction packs, Kangan 

Tafe- Broadmeadows, Hume events including Music Festival, Broadmeadows Fietsa, Carols, and Craigieburn 

Festival, Business Breakfast, Business Awards, Faces of Sunbury event, E-Update and Economic Update and new 

Australian citizens at Hume’s citizenship ceremony on Australia Day 2012. 

The campaign was also supported by ambassadors including HCC Mayor and Eddie McGuire 

In addition to the external campaign a dedicated internal communications was undertaken in order to engage with HCC 

staff. As an incentive to explore their own backyard, staff were presented with a range of special offers from 

participating tourism operators across Hume. 

-As an extension of the print marketing and communications campaign HCC has invested in the production of a 

dedicated DYOB online video. The video will run for approximately four minutes and feature footage of some of 

Hume’s key tourism assets. It will also feature interviews with community spokespersons such as residents and 

tourism operators on the things they love best about living in Hume. Eddie McGuire who is an ambassador of the 

DYOB campaign will also feature in the video. The video will be will be released on 21 different online platforms 

including – You Tube, www.visitvictoria.com.au, www.hume.vic.gov.au, Sony Digital TV and facebook page. HCC will 

also explore distributing the video via real estate agents, potential investors, developers etc. 

- Statistics show that since the DYOB campaign commenced in September 2010: 

- Melbourne received over 7.6 million VFR visitors - up by 11.7% on year ending December 2010. 

- VFR visitors stayed for over 16.4 million nights - up by 3.5% on year ending December 2010. 

- In total, VFR visitors spent an estimated $2.8 billion in Melbourne - up by 8.8% on year ending December 

2010. 

(Source: Data Insights report year ending 2011) 

-SVIC open day held in March 2011 including bus tours of Sunbury region/attractions in order to promote the VIC and 

its services to locals and VFR market. This involved letter box drop to residents, pre-event media coverage and 

promotional giveaways. 

Theme 3: Visitor Servicing 

Increase in visitor contacts by domestic visitors (walk-ins; phone; email and website traffic), via visitor servicing programs and at Hume City tourism venues (the visitor dispersion). 


Support and resource 

the Sunbury Visitor 

Information 

Centre as a fullyaccredited 

Visitor Information 

Centre. 

Daily operation of the VIC, including 

constant updating of resources. 

Implement and regularly review the annual 

Sunbury VIC Business Plan. 

Continue to support volunteers in their role 

by providing training to empower them to 

anticipate and understand the needs of 

visitors to the VIC, including linking in with 

training offered by volunteer-based 

programs within Council. Develop a 

training roster accordingly. 

Support volunteers in their role by 

providing first-hand experiences such as 

familiarisation trips, networking events and 

participation in the Daylesford Macedon 

Ranges Visitor Information Centre 

Network Volunteer Forum. 

Annually renew accreditation 

(reapplication due 2012) and adhere to 

Fully-accredited Visitor 

Information Centre. 

A VIC offering accurate and 

relevant information to users. 

Low-volunteer turnover. 

Visitors to extend their length 

of stay in the region. 

Funded within 


budget. 

Daily operation of the SVIC, including constant updating of resources and management of volunteer staff. 

The SVIC is a fully accredited Visitor Information Centre with the ATAP. 

Accreditation ensures a commitment to professionalism and good business practice. Accreditation is essentially a set 

of standards that have been established by and for the tourism industry covering good business practice and customer 

service. This means when you visit any accredited tourism business you are entitled to expect a high level of 

professional service in a well-managed and safe environment. 

Only accredited VICs are permitted to display the registered trademark yellow “i “ sign with the blue background. 

All accredited information centers are required to operate 7 days a week and are open from 9am – 5pm daily. Here at 

the Sunbury Visitor Information Centre we operate 363 ½ days per year only closing Christmas Day and Good Friday 

and opening at 1pm on ANZAC Day. 

The Role of the SVIC: 

The SVIC plays an important role within HCC’s tourism industry. Its aim is to enrich the visitors experience by 

informing the visitor of what to do and see and where to stay, ultimately increasing the amount of money (yield) visitors 

spend in the region and contributing to the regional dispersal of visitors. 

A survey conducted by Tourism Alliance in 2010 on behalf of 79 Victorian Visitor Information Centres indicates: 

- 53% of visitors who visited the centre would spend a few more hours than originally planned within the area; 

9

guidelines. Ensure standards outlined in 

accreditation are maintained (eg customer 

service practices). 

Network and attend meetings with other 

VIC’s to share VIC management 

knowledge and trends. 

Attend industry professional development 

seminars and conferences. 

- 30% would stay an additional day; 

- 17% would increase their stay by two or more days; 

- 90% of people surveyed suggested that as a result of a visit to the VIC they were likely to return to the region; 

- 78% would do more activities or visit other operators than originally planned; 

- 76% stated that the VIC influenced their plans; and 

- And most importantly 61% would spend more money than originally planned. 

The SVIC also plays an important role in educating local communities to understand the importance of tourism in their 

region and encourage people to “look in their own backyard” and discover parks, walkways and other local attractions. 

Training and development of volunteers via 

- internal training; 

- specialised customer service consultants training tailored specifically towards VIC Volunteers, people 

excellence; 

- DMRT facilitated workshop in Customer Service; 

- SVIC volunteers participated in a range of familiarisations / local regional learning tours including - Kyneton, 

Tullamarine, airport accommodation providers, Bendigo and Melbourne’s laneways; 

- Two annual volunteer forums with surrounding municipalities including Macedon Ranges, Daylesford, Melton, 

Wyndham, Hobson’s Bay – involved guest speakers, networking opportunities, skill development workshops 

and tourism operator site visits etc; 

Attendance of industry development seminars & conferences including: 

- Annual VIC Summit- Geelong- 2 to 5 August 2011; 

- DMR VIC Managers Network; and 

- Melbourne’s West VIC Managers Network. 

Upgrading of VIC facilities with regards to brochure displays to streamline the way information is presented to 

customers in February 2012. 

Production of a more accurate & concise visitors map for the Sunbury area which includes grid references & street 

name locations, as well as maintaining a detailed map of Melbourne Airport and its roadways. 

SVIC statistics year ending 2011 indicate that the SVIC received a total of 11,606 visitors and enquiries. 

Further promote the 

services of the VIC to the 

local community/Hume 

City residents and 

businesses. 

Host community Open Days. 

Promote the VIC and its services 

throughout Council. 

Greater knowledge and 

awareness of the wide array 

of services at the VIC to the 

local community. 

Knowledge about the VIC 

volunteer program to the 

local community. 

Build community pride. 

Funded within 


budget. 

SVIC open day held in March 2011 including bus tours of Sunbury region/attractions in order to promote the VIC and 

its services to locals. This resulted in wider community awareness and knowledge of the SVIC and its services. In 

2012 this event will be marketed to the wider Hume community to highlight Hume’s tourism assets. 

Promotion of SVIC and its volunteer through 3NRG to highlight both what the entire region has to offer and what the 

SVIC can do/provide for the local community. 

Promotion of SVIC and its services via at internal HCC workshops. 

Attended a U3A meeting to provide outline of the history of the region, the evolution of the SVIC and how HCC is 

supporting the region with regards to tourism & promotion of the local area what benefits the SVIC provides to the local 

community. 

Tourism Ambassador program designed to highlight the historical assets of Rupertswood to tourists both international 

and domestic. Program now allows public access to this key Hume attraction free of charge on weekends, the 

Ambassadors use this opportunity to also promote and highlight other tourism destinations within the region. Council’s 

contribution to this program includes the provision of fully trained volunteers and ongoing promotional support. 

Promotion of SVIC and DYOB campaign through marketing material given to new Australian citizens at Hume’s 

citizenship ceremony on 26 January 2012. 

Inclusion of Hume promotional collateral in new resident packs and new HCC staff induction packs. 

Arranged itineraries and/or volunteer tour guide to highlight historical significance to countless Probus and U3A groups 

from around Victoria. 

10

Explore new ways 

of expanding 

visitor servicing 

throughout Hume 

City (both pre and after 

arrival). 

Explore new and contemporary ways of 

visitor servicing including options such as 

portable web based applications. 

Identify and investigate new services from 

the existing Sunbury VIC (e.g., possibilities 

include walking tours; iPod hire etc.). 

Identify strategic points for additional 

visitor information (e.g. Melbourne Airport; 

visitor attractions, train stations, major 

arterials, service stations). 

Improved visitor flow 

throughout Hume City. 




Industry 

partnerships, 

private sector 

funding and grant 

funding. 

Implementation of Tourism Ambassadors Program in partnership with Rupertswood Mansion with the hope of 

expansion to other similar operators after the initial 12 month trial period. 

Explored the possibility of incorporating Hume product into the iPhone application that DMRT are currently working 

towards. 

Aircraft viewing area at Oaklands Road identified as a potential site for a satellite VIC. Investigations completed on 

land ownership & the approval process, further investigation into visitation numbers and logistics to be undertaken to 


Discussion on another VIC situated on Hume Hwy held, decided it was not economically viable for HCC to support this. 

Focus to go towards aircraft viewing area instead. 

Tourism website updated with all relevant & current information. 

Improve web-based information for visitors 

before they arrive in Hume City. 

HCC has participated in a range of open days via SVIC representation at events such as Inglis 2011, Living Legends 

Open Day and MTIE to actively promote the Hume region. 

Implement Volunteer Ambassador 

Program over 12 month trial period at 

Rupertswood Mansion. 

Development & implementation of signage & brochure display on Western Ring road in-bound & out-bound at Service 

Centres near Laverton. Done in conjunction with Melbourne’s West VIC’s. 

Provide temporary visitor information 

services at relevant tourism events i.e. 

Inglis, Living Legends Open Day. 

Capitalise on 

passengers 

passing through 

Melbourne 

Airport. 

Further work towards developing an 

accredited visitor information service 

within terminals. 

Further work towards forums, briefings 

and familiarisations with the existing 

Traveller Information Services Desk in the 

International Arrivals hall at Melbourne 

Airport. 

Improved visitor services 

relationships with staff in 

terminals. 

Higher visitation of 

passengers leaving 

Melbourne Airport and 

utilising Sunbury Road as an 

alternative route to their 

destination. 




Industry 

partnerships, 



funding. 

Initial discussion held with CEO of Melbourne Airport regarding upgrading their VIC to a fully accredited service. 

Further discussions to be held. 

HCC have approached the ATAP to encourage Melbourne Airport Visitor booth, currently outsourced to an 

independent company, to consider applying for VIC accreditation. ATAP to approach Tourism Victoria to get their 

support to fund any agreed changes. 

Currently exploring the possibility of HCC to host the next Melbourne’s West Visitor Information Centre’s Volunteer 

Forum. This will include an industry familiarisation of Melbourne Airport & its operations as well as inviting the Airport 

Visitor Servicing Staff and its Volunteers to participate along side the region’s fully accredited VIC Volunteers. 

A fully accredited visitor 

information service, on par 

with Victoria Tourism 

Industry Council standards. 

Theme 4: Visitor Support Infrastructure & Investment 

Increase in the number of tourism investment and development enquiries to Hume City Council. 


Encourage visitor 

support infrastructure 

and investment 

opportunities to add to 

Hume City’s tourism 

offerings. 

Identify tourism product gaps based on 

feedback from tourism business surveys 

and promote these opportunities to 

prospective investors. 

Work closely with Tourism Victoria and the 

Department of Business and Innovation on 

investment attraction initiatives. 

Identify available land and possible uses 

and prepare fact sheets identifying tourism 

business opportunities to potential 

Extra support for existing 

tourism businesses in the 

form of physical assets and 

services. 

Increased awareness within 

Local, State and Federal 

Government of infrastructure 

that has tourism industry 

benefits and advocate where 

appropriate. 

Funded within 

existing 


budget/subject to 

additional council 

-HCC’s Economic Development Department is in the process of developing an Investment Attraction Framework which 

will provide strategic direction in attracting a broad range of new businesses into Hume – it’s anticipated that the 

framework will be implemented by 2013. 

-HCC continues to receive and encourage enquires in regards to tourism development opportunities in Hume. 

Enquiries received have ranged from the development of new accommodation, expansion and renovation of existing 

accommodation and introduction of various guided tours for visitors. HCC will continue to work collaboratively with 

potential investors and developers to support visitor infrastructure and investment in the region. 

-Over the last 12 months Hume has seen the establishment of various tourism businesses including Sunbury Paintball, 

Hanrob Pet Resort, expansion of Pitruzzello Estate conferencing facilities and the rebranding of Hilton Hotel to 

Parkroyal Hotel. 

11

investors (eg accommodation, food and 

beverage). 

Work and link in with Council departments 

to ensure capital works projects contain a 

tourism benefit. 

-Preliminary discussion held with DMRT in regards to development opportunities in the accommodation sector in the 

DMR region. 

-Aircraft viewing area at Oaklands Road identified as a potential site for a satellite VIC. Investigations completed on 

land ownership & the approval process, further investigation into visitation numbers and logistics to be undertaken to 


Explore transport 

options and accessibility 

around tourism 

attractions. 

Identify opportunities arising from Tourism 

Business Surveys and analyse visitor 

flows to gauge demand for public transport 

and/or private transport operators. 

Improved infrastructure. 

Subject to 

industry 

partnerships, 



funding. 

-HCC is actively promoting transport options to and around Hume via the SVIC and www.hume.vic.gov.au including 

distribution of the Hume City Metlink guide. 

-HCC is currently exploring visitor shuttle services and guided tours with various tourism operators. 

-Electrification of Sunbury train line will occur during 2012 resulting in regular metro trains into Sunbury in addition to 

current V/Line trains. 

Maintain tourism 

signposting (brown & 

white signs). 

Assist tourism operators to secure 

effective signage for major arterials and 

seek funding accordingly. 

Clear tourism signage 

throughout the City. 

Removal of redundant and 

outdated signage and 

replacement with effective 

signage. 

Subject to 


-HCC is working with DMRT to determine tourism signage opportunities across DMR region as well as the 

maintenance and removal of obsolete tourism signage as required. 

Theme 5: Developing Industry Leadership 

Encourage tourism business in Hume to network and work collaboratively in order to increase leadership in sector. 


Support Sunbury’s Wine 

Region 

Support the Sunbury & District Grape 

Growers Association (SDGGA) and its 

activities. 

Maintain working 

relationships. 


-HCC delivered and promoted the Lazy Sunbury Graze Food and Wine event held in March 2011 in collaboration with 

the SDGGA and participating venues. The event received over 50 participants. 

-HCC sponsored and promoted the 2011 SWR Festival held on 27 and 28 August. The main objective of the festival is 

to raise the profile of the SWR and encourage repeat visitation. The SDGGA reported a 65% increase in visitation to 

the Festival in 2011. The event also generated positive media coverage for the SWR in both local and metropolitan 

media. 

-Acknowledgement of the SWR via the HCC Business Awards in September 2011- awards provided to the SDGGA 

and Goona Warra Vineyard. 

-Developed a successful submission for the 2012 AIME hosted buyer and media delegates pre-touring program. On 19 

February 2012 HCC hosted 20 plus national and international delegates on a familiarisation of Hume from across 

South East Asia, showcasing some of the region’s unique tourism attractions and event facilities including the SWR 

with the aim of increasing awareness of Hume as a destination to do business/hold an event. The event attracted 

media coverage in local papers including the front page of Hume Leader. Inclusion and promotion of local wine in 

AIME delegate gift bags. 

-Economic Development has worked collaboratively with marketing and communications and DMRTB PR consultant to 

secure a range of positive publicity for Hume tourism including the SWR- examples include: 

- Coverage of SWR in RACV Royal Auto magazine-February 2012- distributed to 2 million RACV members; 

- Coverage of the 2011 Sunbury Lazy Graze event in The Weekly and Hume Leader – March 2011; 

- Coverage of the 2011 SWR festival in The Weekly and Hume Leader as well as a competition in the Herald 

Sun- August 2011; 

-Inclusion and promotion of the SWR in Tourism Victoria publication ‘Wine Regions of Victoria’ and related i-phone 

application. 

12

-HCC has worked collaboratively with DMRTB to integrate the SWR offer into the strategic and tactical direction of the 

region. This has included broader presence on Tourism Victoria’s website (www.visitvictoria.com), inclusion in Tourism 

Victoria publication Wine Regions of Victoria and related I-phone application, inclusion in DMR OVG and crosspromotion 

amongst the region’s VICs. 

-HCC and SDGGA have invested in the production of the first comprehensive touring guide of wineries located within 

the DMR region. The guide is aimed at the domestic and international self-drive market with the objective of 

showcasing and motivating visitation to, and to raise awareness of the regions’ wineries. DMRTB is coordinating the 

production of the guide which is due to be launched in May/June 2012. Approximately 60,000 copies of the guide will 

be produced and distributed through VICs wine associations within the region. 


bodies including Tourism Victoria, Destination Melbourne, MCVB, and DMRT in order to lift the profile of Hume and its 

tourism products and encourage positive media coverage and promotional opportunities. Each familiarisation has been 

unique and tailored to the stakeholder. These familiarisations have led to other important tourism opportunities for 

Hume such as AIME and DYOB campaign. The SWR was heavily promoted via each familiarisation. 

-Provided SDGGA opportunity to participate in Inglis February 2012. HCC Hosted Mayor’s Leader’s lunch including 21 

senior representatives from various organisations across Hume. SDGGA supplied wine for the event in order to profile 

SWR wine offer to this influential and captive audience. 

-Inclusion and promotion of the SWR via the DYOB campaign and online video. 

-Promoted SWR via www.hume.vic.gov.au 

-SWR wine tastings and sales at SVIC open day – March 2011. 

-Actively participated in the MTIE 2011 with Hepburn, Macedon Ranges and DMRT in order to promote the DMR 

region (including the SWR) to other tourism bodies including hotel concierges, tour companies, VIC volunteers and 

other regional tourism associations. Approximately 280 visitors attended the event. 

-Promoted the SWR via SVIC including display of collateral and sale of SWR themed souvenirs. 

-Promoted the SWR via HCC’s regular tourism radio segment on 3NRG. 

-Ongoing liaison with SDGGA re business development and promotional opportunities and ideas including business 

planning. 

Support a tourism 

network / related 

organisation. 

Encourage and support tourism 

stakeholders to establish a Hume City 

Tourism Network as an opportunity to 

converse and collaborate. 

To support a local industry 

that has 

increasing ownership from 

industry and 

stakeholders. 


- Preliminary discussions held with various Hume tourism operators to encourage ongoing communication, networking 

and collaboration. Discussions held with DMRTB to explore networking opportunities for the region’s tourism industry 

and training opportunities regarding pricing and packaging. A joint forum with DMRT was held in Hume on 14 March 

2012 with over 30 operators in attendance. Operators were provided with an update on DMRTB’s and HCC 

achievements as well the opportunity to network. 

Continue to support the 

Daylesford Macedon 

Ranges Regional 

Tourism Board, as per 

Memorandum of 

Understanding with 

Tourism Victoria. 

Explore buy-in opportunities for 

campaigns. 

Participation in Daylesford Macedon 

Ranges Regional Tourism Board 

meetings. 

Provide Sunbury and surrounds content 

for inclusion in marketing and promotional 


Greater regional involvement 

via Board-appointed Tourism 

Officer(s). 

Greater industry 

development, industry 

participation and advocacy 

for the region as a whole. 

Funding within 

existing 


-Regular attendance and participation in board meetings and council forums. 

-Regular work in progress meetings with DMRT staff at officer level. 

- Working collaboratively with DMRTB to integrate the Sunbury and surrounds tourism product offer into the strategic 

and tactical direction of the region. This includes broader presence on Tourism Victoria’s website, inclusion in DMR 

OVG, working with PR consultant Betsy Pie to generate positive PR, operator participation in Tourism Excellence 

training programs such as customer service and business planning and cross-promotion amongst the region’s VICs. 

-HCC hosted a joint forum with DMRTB at Rupertswood Mansion on 14 March with over 30 operators in attendance. 

Operators were provided with an update on DMRTB’s and HCC’s roles achievements as well the opportunity to 

network. 

-HCC actively participated in the MTIE in September 2011 with Hepburn, Macedon Ranges and DMRT in order to 

promote the DMR region to other tourism bodies including hotel concierges, tour companies, VIC volunteers and other 

regional tourism associations. Approximately 280 visitors attended the event. 

-HCC has invested in the production of the first comprehensive touring guide of wineries located within the DMR 

region. The guide is aimed at the domestic and international self-drive market with the objective of showcasing and 

motivating visitation to, and to raise awareness of the regions’ wineries. DMRTB is coordinating the production of the 

13

guide which is due to be launch in May/June 2012. Approximately 60,000 copies of the guide will be produced and 

distributed through VICs wine associations within the region. 

Continue relationships 

with neighbouring 

councils and their 

tourism operators and 

industry bodies. 

Participate and attend relevant tourism 

workshops, seminars, conferences and 

forums. 

Maintain and strengthen 

relationships. 

Identify synergies with 

neighbouring councils and 

possible projects. 

Funding within 

existing 


- Quarterly meetings held with VIC Managers Regional Networks for both DMR & Melbourne’s West, this includes 

Melton, Hepburn, Macedon Ranges, Mitchell, Hobsons Bay and Wyndham. Each Council cross promotes each region 

within each individual centre and co-ordinates volunteer forums to train and educate the volunteers of each regions 

products and customer service upskilling. In 2011 HCC co-ordinated a forum for Hepburn Shire and promoted both 

Creswick as a tourism destination and provided networking exercises for the volunteers. HCC also ran a volunteer 

forum in Melbourne CBD to educate the volunteers on Melbourne City Council’s Tourism Ambassador Program and 

tourism product. 

- HCC is the DMR representative on the committee for Victorian VIC’s Reference Group. This group meets 

approximately 6 times a year and advocates to government groups such as Tourism Victoria, Victorian Tourism 

Industry Council & VECCI on behalf of all VIC’s. Currently collaborating on a proposal for Tourism Victoria to contribute 

financially to the marketing of the italic I symbol, this has been done by implementing a survey at all 79 VIC’s in Victoria 

and collecting statistics on the effectiveness of Regional VIC’s on local tourism. One of the key findings was that 90% 

people would either return to the region after they visited a local VIC and 17% would lengthen their stay thus utilising 

local accommodation providers. 

-HCC staff attendance at annual VIC Summit to network with the entire Victorian VIC industry in August 2011. 

-HCC staff attendance and participation at Victorian Tourism Conference- September 2011. 

-HCC staff actively participated in the MTIE in September 2011. 

-HCC staff attendance at Victorian Tourism Awards in support of participating Hume tourism operators- November 

2011. 

-HCC staff attendance at Destination Melbourne program launch in February 2012. 

-HCC staff attendance at MPs for tourism forum hosted by VTIC March 2012. 

14


14 MAY 2012 


REPORT NO: 

PC72 

REPORT TITLE: Road Management Plan 2012 

SOURCE: 

DIVISION: 

Danny Eaton, Manager Services 


FILE NO: - 

POLICY: - 


Transport 


1.1 This report recommends the adoption of the Hume City Council Road Management 

Plan 2011 (RMP). 

1.2 In accordance with Section 54(4) of the Road Management Act 2004 the draft Hume 

RMP has been advertised for public comment and or submission for a period of 28 

days which ended on 6 February 2012. 

1.3 There was one written submission received, however no variation to the RMP is 

required as a result of this submission. 

1.4 The RMP incorporates numerous improvements in key areas of the plan and uses 

reference documentation as supporting documents to ensure the plan is in compliance 

with the legislative requirements. 


2.1 That Council approves and adopts the Hume City Council Road Management 

Plan 2012 (attached to report). 


The expenses associated with the review of the Road Management Plan have been funded 

from the 2011/2012 recurrent budget. 



14 MAY 2012 




4.1 Local Government Act 1989 

4.2 Road Management Act 2004 

4.3 Road Management Act Regulations 2005 


5.1 The draft 2012 Road Management Plan was advertised in local papers, the Victorian 

Government Gazette and placed on exhibition for a 28 day period which commenced 9 

January 2011. The internet-based RMP received a total of 75 hits during the 

advertising period. 

5.2 One submission was received on the 31/01/2012 that was in relation to the 

classification of Bike Paths, Signage, Rail Way Reserves and Maintenance / Repair of 

damaged assets. A detailed response was provided and it was determined no 

amendments to the draft RPM are required. 

5.3 Customer Service Implications 

5.3.1 The Road Management Plan 2011 and Register of Public Roads will be 

distributed at all Council Customer Service Centres and placed on the Hume 

City Council website when formally approved. 

5.3.2 The reporting structure, format and content of the MERIT Customer 

Relationship Management system will be aligned to the updated requirements 

of the RMP. 


6.1 Background 

6.1.1 The Road Management Plan (RMP) Versions 1, 2 & 3 were adopted by 

Council in 2004, 2007 and 2009 respectively. The plans were prepared and 

amended accordingly to meet the requirements of the Road Management Act 

2004 and associated regulation. 

6.1.2 Since the introduction of the RMP, the Victorian Government has adopted 

regulations which require the current RMP plan to be modified to align with 

these regulations. 

6.1.3 As a consequence, the RMP has been reviewed, updated and advertised in 

accordance with the legislative requirements. 

6.1.4 The final draft of the Road Management Plan 2012 has been circulated under 

a separate cover. 



14 MAY 2012 



6.2 Following the advertising period and subsequent internal review of the document, the 

following actions have also been taken: 

6.2.1 Awareness Training for Customer Service staff & field staff will be conducted. 

6.2.2 Definitions, terms and time frames will be amended in Merit. 


The implementation of all recommendations of the audit and production of a new RMP and 

supporting documentation will ensure Council continues to meet its obligations under the 

Road Management Act 2004. 


Hume City Council – Road Management Plan V4, 2012 Attachment 1 


DRAFT 

ROAD MANAGEMENT 

PLAN – V4 

2012 

1


HUME CITY COUNCIL – ROAD MANAGEMENT PLAN 5 

1 EXECUTIVE SUMMARY 5 

2 BACKGROUND & GENERAL PRINCIPLES 6 

2.1 Legislation Applicable 6 

2.2 Meaning of Terms 6 

2.3 Role of Road Authority 7 

2.4 General Functions 7 

2.5 Powers of Council as a Road Authority 7 

2.6 Duty of the Road User 8 

2.7 Purpose of the Hume City Council Road Management Plan 8 

2.8 Contents of the Hume City Council Road Management Plan 8 

2.9 Availability of the Hume City Council Road Management Plan 8 

2.10 Delegations 9 

3 ROAD MANAGEMENT PLAN - ASSET MANAGEMENT POLICY FRAMEWORK 9 

3.1 Policies Regarding Asset Management 9 

3.2 Asset Management Framework 9 

3.3 Asset Maintenance – Service Agreement 9 

3.4 Links to Council Planning Documents 9 

3.4.1 Council Plan 9 

3.4.2 Council Budget and Capital Works Program 10 

4 ROADS AND ANCILLARY AREAS SUBJECT TO THE PLAN 10 

4.1 Hume City Council Register of Public Roads 10 

4.2 Items Excluded from the Plan 10 

4.3 Demarcation 11 

4.3.1 Responsibility for Non Council assets 11 

4.3.2 Codes of Practice and Agreements 11 

4.3.3 Repair of Damaged Council Assets 11 

5 ROAD CLASSIFICATION 12 

5.1 Introduction 12 

5.2 Freeway 12 

5.3 Arterial Road – VicRoads 12 

5.3.1 Definition 12 

5.3.2 Responsibility of VicRoads controlled Arterial Roads 12 

5.4 Major Road 12 


5.4.2 Responsibility 12 

5.5 Collector Road 12 



5.6 Local Access Road 13 



5.7 VicRoads Managed Roads 13 

5.8 Pathways on Roads 13 

5.9 Reclassification of Roads 14 

6 LEVELS OF SERVICE 14 

6.1 Determining Levels of Service 14 

6.2 Risk Assessment 14 

6.3 Maintenance Levels of Service 14 

6.4 Inspection Program 15 

6.5 Construction, Renewal and Refurbishment Standards 15 

2


7 ROAD MANAGEMENT SYSTEM 15 

7.1 The Road Management Plan Policy Framework 15 

7.2 Asset Management Plans for Road Infrastructure 16 

7.2.1 Service Levels 16 

7.2.2 Condition Assessments 16 

7.2.3 Renewal and Refurbishment Plan 17 

7.2.4 Capital Works Program 17 

7.3 Management System to Inspect, Repair and Maintain 17 

7.3.1 Customer Request System (Reactive component) 17 

7.3.2 Works Program (Proactive component) 17 

7.3.3 Works Program Development 18 

7.3.4 Compliance with Standards 18 

7.3.5 Force Majeure Clause 18 

7.3.6 Management Arrangements 19 

7.4 Community Consultation 19 

7.5 Key Stakeholders 19 

7.6 Customer Service Arrangements 20 

8 AUDIT OF ROAD MANAGEMENT PLAN 20 

9 REVIEW OF ROAD MANAGEMENT PLAN 20 

10 SUPPORTING DOCUMENTS 21 

10.1 Technical References 21 

10.2 Council Documents 21 

11 APPENDICES 21 

Appendix 1- Defect Risk Assesment Chart 

Appendix 2- Inspection Program 

3


Hume City Council 

1079 Pascoe Vale Road 

Broadmeadows VIC 3047 

PO Box 119 

Dallas Vic 3047 

Telephone: (03) 9205 2200 

Fax: (03) 9309 0109 

Email: council@hume.vic.gov.au 

Website: www.hume.vic.gov.au 

Document: Road Management Plan Version V4 2012 

Synopsis: 

The document has been prepared in response to the 

requirements of the Road Management Act 2004 and 

sets out Council’s approach to the management of the 

road network. 

CONSULTANTS DISTRIBUTION SCHEDULE 

Version No. Date Distribution Reference 

Draft adopted by Council 

Version 01 8 November 2004 Adopted by Council resolution 9 HCC 05/502 

August 2004 

Version 01 2 December 2004 Notice of Adoption in Government HCC 05/502 

Gazette 

Version 2.0 17 July 2006 Draft Approved for Public Exhibition HCC 05/502 

Version 2.1 29 January 2007 Final draft HCC 05/502 

Version 3 21 November Final Draft HCC 05/502 

2008 

Version 4 TBA TBA TBA 

4


HUME CITY COUNCIL – ROAD MANAGEMENT PLAN 

1 EXECUTIVE SUMMARY 

Hume City Council places a high priority on ensuring that the community is provided 

with a safe and efficient road network for use by all members of the public. 

Council is committed to improving its asset management practices and to demonstrate 

to all stakeholders that it is delivering optimal outcomes for the available resources in a 

structured, coordinated, cost effective and sustainable manner. 

The Hume City Council Road Management Plan has evolved in response to the 

legislative requirements of the Road Management Act 2004 (“the Act”) and been 

developed in accordance with Part 4 Division 5 of the Act. The Plan is a key 

component of the asset management framework established by the Hume City 

Council’s Asset Management Strategy. 

As the responsible Road Authority, Hume City Council will inspect, maintain and carry 

out works under the Road Management Plan to ensure compliance with its community 

obligations and legal requirements under the Act. 

The Act allows Council to: 

‣ Define which public roads will be maintained, and; 

‣ Set the standards to which public roads will be maintained 

The standards relating to the maintenance of public roads incorporated in this Plan are 

considered to be the appropriate standard that the road authority must meet to satisfy 

its statutory duty and any common law duty to maintain a public road. 

The review and adoption of the updated Road Management Plan will enable Council to 

maintain and manage its road assets in a financially responsible manner and minimise 

litigation. 

The Road Management Plan is a dynamic document and is subject to continuous 

improvement and annual review based on Council’s Best Value approach. Any queries 

or comments in relation to this Road Management Plan should be directed to: 

Director City Infrastructure 


Broadmeadows Office 


Broadmeadows, Vic. 3047 

Phone: 9205 2200 

Further information is available on Council’s website: 


5


2 BACKGROUND & GENERAL PRINCIPLES 

2.1 Legislation Applicable 

The legislation applicable is the Road Management Act 2004 and any associated 

legislation as defined in the Act. 

2.2 Meaning of Terms 

Terms used in this Plan have the same meaning as the specific definitions included in 

the Act. 

For the purposes of this plan the following additional terms shall be defined as: 

“the Act” means the Road Management Act 2004 

“Ancillary Area” 

“the Council” 

“Defect” 

“Kerb and Channel” 

“Level of Service” 

“Pathway” 

“Nature strip” 

means an area designated as ancillary by Council and 

includes car parks and other like areas detailed in Appendix 

4. 

means the Hume City Council. 

is a localised failure in an asset, for example potholes in a 

road surface or a joint displacement in a concrete pathway. 

is considered to be road infrastructure and forms part of the 

roadway for the purposes of this Plan. 

is the defined service quality for the road against which 

performance may be measured and relates to quality, 

quantity, reliability, responsiveness and cost. 

includes a footpath, bicycle path, shared pathway or other 

area constructed or developed by Council, being the 

responsible road authority, for use by the members of the 

public other than a motor vehicle and included in the register 

of public roads as per S 19 of the Road Management Act. 

has the same meaning as Roadside. 

“Defect Intervention Level” is the extent of a defect above which may pose an 

unacceptable risk to users of that asset. 

“Response Times” 

“Roadside” 

“Service Agreement” 

is the time to make safe or repair defects, identified by 

inspections undertaken by Council officers, or defects 

notified by the public. Response Time is measured from the 

time the defect is identified by, or notified to, Council. The 

nominated response time is not precise with a 10% margin 

being allowable. 

means any land within the boundaries of a road which is not 

a roadway or a pathway and includes any vehicle crossing or 

pathway which connects from a roadway or pathway on a 

road to other land has been constructed. 

means the Service Agreement for Road Maintenance. 

6


“State Road” 

“Crossover” 

“Day” 

is declared under the Act as per Section 3- State Road 

Authority is the responsible road authority. 

vehicle crossing or access from back of kerb to property 

boundary including any section of footpath within the lateral 

limits of the crossing. 

in terms of response times a day is a business day excluding 

weekends and declared public holidays and where rain does 

not fall for more than half the business day. 

2.3 Role of Road Authority 

The Act provides that Council as the road authority is to exercise its functions within an 

overall policy and budgetary context and must take into account the needs and 

expectations of the community and the resources available to meet them. 

It is responsible for the development of the Road Management Plan and must ensure it 

manages the inspection, maintenance and repair of the road network within available 

funding levels to ensure that a safe and efficient road network is provided for use by 

members of the public. 

2.4 General Functions 

Under the Act Council have the following general functions: 

a) to provide and maintain, as part of a network of public roads, public roads for use 

by the community served by the road authority; 

b) to manage the use of public roads having regard to the principle that the primary 

purpose of a public road is to be used by members of the public and that other 

uses are to be managed in a manner which minimises any adverse effect on the 

safe and efficient operation of public roads; 

c) to manage traffic on public roads in a manner that enhances the safe and 

efficient operation of public roads; 

d) to coordinate the installation of infrastructure on public roads and the conduct of 

other works in such a way as to minimise, as far as is reasonably practicable, 

adverse impacts on the provision of utility services; 

e) to undertake works and activities which promote the functions referred to in 

paragraphs (a), (b) and (c) and to undertake activities which promote the function 

in paragraph (d). 

2.5 Powers of Council as a Road Authority 

Subject to the Act, a road authority has power to do all things necessary or convenient 

to be done for or in connection with the performance of its functions under the Act. 

Schedules 1 to 10 of the Act do not limit the functions or powers conferred on a road 

authority by or under the Act or any other Act. 

If a road authority has specific powers under any other Act, then those powers – 

i) are to be construed as being in addition to those powers; and 

ii) are not to be construed as overriding any requirements, restrictions, limitations, 

or conditions to which the specific powers are subject. 

7


2.6 Duty of the Road User 

In relation to the Duty of the Road User a road user must act responsibly and 

reasonably in the carrying out of activities associated with the road use. This duty is 

set out in section 17A of the Road Safety Act 1986. 

All road users and occupiers of the road reserve have obligations and responsibilities 

under Council’s local laws as prescribed in the ‘Hume City Council General Local Law 

No.1 – 2004”. 

2.7 Purpose of the Hume City Council Road Management Plan 

The purpose of this road management plan is: 

a) to establish a management system for the road management functions of Council 

which is based on Council’s policy and operational objectives and available 

resources; and 

b) to set the relevant standards in relation to the discharge of duties in the 

performance of those road management functions. 

This Plan reflects the purpose and objectives of the Council as specified under 

Sections 6 and 7 of the Local Government Act, 1989. 

2.8 Contents of the Hume City Council Road Management Plan 

This Road Management Plan: 

a) sets relevant standards and policy decisions in relation to the discharge of duties 

in the performance of road management functions; 

b) includes details of the management system that Council proposes to implement 

in the discharge of its duty to inspect, maintain and repair public roads for which 

the Council is responsible; 

c) specifies the relevant policies and priorities adopted by Council; 

d) includes any matter that a relevant Code of Practice specifies should be included 

in a road management plan. 

2.9 Availability of the Hume City Council Road Management Plan 

Upon the making of a road management plan, the Council must cause notice of: 

a) the making of the road management plan; and 

b) the place where copies of the road management plan may be inspected or 

obtained. 

This Plan and all incorporated documents are available at the following locations and 

may be viewed, free of charge, by the public during the hours of 8.00am to 5.00pm 

each working day: 

8


Location Address Contact 

Broadmeadows Service 

Centre 

Craigieburn Service 

Centre 


Broadmeadows 

59 Craigieburn Road 

West Craigieburn 

Phone: (03) 9205 2200 

Monday to Friday 8am – 

5pm 

Sunbury Service Centre 36 Macedon Street 

Sunbury 

The RMP may also be viewed in PDF format on the Council 


website 

2.10 Delegations 

Council has delegated by Instrument of Delegation various provisions of the Act and 

Regulations to various Council officers for the purposes of efficient administration of 

this Plan. 

The Chief Executive Officer is empowered under delegation to periodically change and 

update the Register of Public Roads. Reporting on the changes shall be in accordance 

with the powers of delegation. 

3 ROAD MANAGEMENT PLAN - ASSET MANAGEMENT POLICY FRAMEWORK 

3.1 Policies Regarding Asset Management 

The policies regarding Asset Management for Council are defined in the Council Asset 

Management Policy 2010 which was approved at the 9 September 2010 Council 

Meeting. The Asset Management Policy is the framework by which Council will 

manage its assets and this has a direct link with the Road Management Plan. 

3.2 Asset Management Framework 

A key component of the Asset Management Strategy is the development of asset 

management plans for all classes of assets, including Roads. The plans are driven by 

Council Plan direction and inform and guide Council’s strategic and financial planning 

processes, in particular development of the Council Budget. 

The linkage provided by the Roads Asset Management Policy 2010 ensures that long 

term ownership costs associated with Council’s entire road assets are identified and 

have appropriate management strategies in place. 

3.3 Asset Maintenance – Service Agreement 

Levels of Service with respect to the road network have been detailed in the Service 

Agreement for Road Maintenance. 

Adopted service levels are subject to community input and comment. 

3.4 Links to Council Planning Documents 

3.4.1 Council Plan 

The Council Plan 2009-2013 as amended 2011 specifies the higher level 

corporate direction of Council. The Asset Management Policy and its 

9


associated strategy framework has a direct link to the Council Plan through its 

budgetary and planning processes. Council planning process includes the 

development of long term plans via the Hume City Plan 2030 process. 

3.4.2 Council Budget and Capital Works Program 

Council’s annual adopted Budget and Capital Works Program specifies the 

planning parameters by which the Road Management Plan is carried out. The 

level of funding will vary on an annual basis in accordance with needs and 

available funding. The requirements of the Road Management Plan will also 

need to allow for a variation in levels of service depending on the associated 

annual funding. Funding is entirely dependant on the annual adopted Council 

budget and any projects or funding shown in the indicative programs are not 

guaranteed to be funded in subsequent years. 

4 ROADS AND ANCILLARY AREAS SUBJECT TO THE PLAN 

4.1 Hume City Council Register of Public Roads 

A register of public roads has been developed in accordance with the Act. The 

Register is a stand-alone document titled “Hume City Council – Register of Public 

Roads”. It has been developed by Councils Asset Management section and can be 

views visually through Council Geographical Information System (GIS), and is to be 

read in conjunction with the Road Management Plan. The Register specifies all roads 

and road categories that Council will be responsible for maintaining and repairing. All 

roads constructed as part of a subdivision development will be deemed to have been 

included in the Register immediately after Council assumes formal responsibility from 

the developer unless excluded. The Register will be updated on a regular basis. 

4.2 Items Excluded from the Plan 

Without limiting the legal obligations of Council, items and activities located in or 

adjacent the Road Reserve that Council is not responsible for and will not maintain 

include but are not limited to the following: 

a) Assets of government agencies, private individuals and companies including 

Service Authorities for water, power, gas and communications; 

b) State and Federal Road authority assets such as Vic Roads, unless specifically 

designated in memorandums of understanding or similar agreements. 

c) Private Roads and Streets; 

d) Unconstructed Road Reserves 

e) Nature strips and roadside areas; 

f) Laneways and walkways not controlled by Council; 

g) Car parking not controlled by Council; 

h) Private Entrances/Crossovers and drive way entrances to all properties that 

provide access to land adjoining a road, including that section of the footpath 

forming part of the vehicle entrance; 

i) Assets on municipal boundaries where the adjoining municipality has assumed 

management and control; 

j) Overhanging trees from abutting properties. In these instances the adjoining 

property owner has the responsibility. Council will however, undertake scheduled 

inspections and may issue notices to assist owners with identifying their 

problems. 

k) Roads, lanes and access ways that are not listed in the road register. 

l) Railway reserves and rail crossings. 

10


m) Trees and Vegetation 

4.3 Demarcation 

4.3.1 Responsibility for Non Council assets 

Where assets are identified as not the responsibility of Council, the 

responsible party shall comply with all codes and industry standards with 

regard to their maintenance. This will include approvals for work on the asset 

and the associated reinstatement by the responsible party for damage to the 

asset or adjoining assets. 

Where roads and assets are the responsibility of others, they shall be 

maintained to industry standards and codes, unless specifically specified by 


4.3.2 Codes of Practice and Agreements 

Demarcation will generally be defined within the relevant Codes of Practice for 

various assets and responsible authorities. Where agreements are entered 

into with another road authority and responsibility is transferred, the following 

will apply; 

• VicRoads controlled roads, in accordance with their own Road 

Management Plan. 

• Service authorities in accordance with industry codes or as required by 

Council special conditions. 

• Rail Authority in accordance with industry standards, particularly in 

relation to road and pedestrian crossing maintenance at level crossings. 

The following Codes, relevant at the date of adoption of this Plan, will be 

complied with by Council in so far as is required: 

• Code of Practice for Operational Responsibility for Public Roads GG no 

s267, 17 December 2004 

• Code of Practice for Road Management Plans GG nos201, 16 

September 2004 

• Code of Practice for Managing Utility and Road Infrastructure in Road 

Reserves GG nos268, 17 December 2004 

• Code of Practice for Worksite Safety – Traffic Management GG nos276, 

22 December 2004 

Any “Agreements” made between Council and any other party pursuant to any 

of the above Codes can be found in the Council’s “Corporate Register of 

Agreements”. 

4.3.3 Repair of Damaged Council Assets 

Where a party other than Council has damaged a Council asset or road, that 

party shall be responsible for repairing the damage to ensure that it is safe 

and operates at the level it previously operated at or higher. 

In particular where secondary damage has been caused to Councils assets 

such as subsidence from water damage at a location other than the specific 

11


site of the asset works or repairs, the damage must be repaired by the 

responsible party. 

5 ROAD CLASSIFICATION 

5.1 Introduction 

Roads within Council are classified in a hierarchical system ranging from roads with 

high traffic flow and volumes, to roads with a low traffic volume and local access 

function. The Road Classification as specified in the Hume City Council Register of 

Public Roads is the adopted classification and is detailed below: 

5.2 Freeway 

5.2.1 Definition 

Freeways are the principal routes for the movement of goods and people. 

5.2.2 Responsibility 

VicRoads is responsible for the management and funding of freeways, 

including landscaped areas. 

Council can advocate for road improvement works to VicRoads, the State and Federal 

Governments. 

5.3 Arterial Road – VicRoads 


Arterial roads are the principal routes for the movement of goods and people. 

They are designed to take into consideration abutting land uses. 

5.3.2 Responsibility of VicRoads controlled Arterial Roads 

VicRoads is responsible for the management and funding of the VicRoads 

controlled arterial roads, except where control is given to Council through a 

Memorandum of Understanding. Council is responsible for service roads and 

footpaths on VicRoads controlled arterial roads as they are considered for use 

by local residents. Council can apply for road safety funding to VicRoads if the 

funding criteria are met. It can advocate for road improvement works to 

VicRoads and the State Government. 

5.4 Major Road 


Major roads provide a connection between residential roads and arterial 

roads. Their principal function is the safe movement of residential traffic to and 

from the arterial road system. Residential development may be located on 

Major roads providing vehicles are able to enter and exit the street in a 

forward motion. 


Council is responsible for the management and funding of Major roads. It can 

apply for road safety funding to VicRoads if the funding criteria are met. 

5.5 Collector Road 

12



Collector roads collect traffic from access streets and access places and 

distribute it to Major or Arterial roads. They provide access to abutting 

properties. 


Council is responsible for the management and funding of Collector Roads. It 

can apply for road safety funding to VicRoads if the funding criteria are met. 

5.6 Local Access Road 


Local Access roads are those not having a significant through traffic function. 

Their primary function is to provide access to abutting property. A Local 

Access Road should serve no more than 200 dwellings. Local Access Roads 

also includes Access Places and Access Lanes as set out in Res Code and 

the Hume Planning Scheme. 


Council is responsible for the management and funding of Local Access 

Roads. It can apply for road safety funding to VicRoads if the funding criteria 

are met. 

5.7 VicRoads Managed Roads 

VicRoads is responsible for the development and implementation of its own Road 

Management Plans for Freeways and Arterial Roads. Council will be responsible for 

assets on Arterial Roads where the assets are clearly specified for Council control in a 

memorandum of understanding, or as specified in the legislative requirements, and/or 

the “Code of Practice – Operational Responsibility for Public Roads”. 

5.8 Pathways on Roads 

Pursuant to Section 19 of the Act, Council is the coordinating road authority for the 

roads as well as pathways and ancillary areas within the road reserves of those public 

roads, as specified in the “Register of Public Roads”. 

Council has applied a “Municipal Pathway” classification for the pathways and ancillary 

areas associated with those public roads and ancillary areas where Council is the 

responsible road authority. These classifications specify each pathway or ancillary 

area by the amount and type of pedestrian use function, reflect the perceived risk 

associated with pedestrian usage of Pathway classification and are used to 

differentiate service levels and maintenance standards. These classifications are: 

13


Municipal 

Pathway 

Classification 

High 

Medium 

Low 

Functional Description 

Pathways and ancillary areas associated with a major shopping area, 

leisure centre, school, place of worship, community facility and 

Hospital, with very significant pedestrian traffic. 

Pathways and ancillary areas associated with industrial zones, shared 

footways with high volumes of pedestrian traffic. 

Pathways and ancillary areas located in residential areas 

5.9 Reclassification of Roads 

When the function of a road changes due to traffic volumes, development or other 

reasons Council will undertake a review. This review may be undertaken in 

conjunction with a review of the Plan in accordance with Section 10 of this Plan. 

6 LEVELS OF SERVICE 

Council has determined the standard to which it will construct, inspect, maintain and 

repair roadways, pathways, road infrastructure and road related infrastructure. These 

levels are detailed in the Service Level Agreement for Road Maintenance. 

6.1 Determining Levels of Service 

The process for determining levels of service has been based on extensive 

consultation with maintenance crews, key staff and the public. Levels of service were 

matched to industry standards and the available funding adopted in the budget 

process. Where shortfalls are identified, funding will be proposed in future budgets. 

When assessing appropriate levels of service required for the various activities, the 

following was also taken into consideration; 

‣ Road and Pathway hierarchy 

‣ Road usage 

‣ Level of risk 

‣ Cost 

6.2 Risk Assessment 

The standards of construction and maintenance, as outlined in this Plan, have been 

determined on the basis of a risk assessment undertaken generally in accordance with 

the principles of the Australian Standard AS/NZ 4360. Low risk activities will be 

undertaken on a programmed basis as set out in the Service Level Agreement. The 

Risk Assessment Process for roads is set out in the Road Asset Management Plan. 

The “Risk Matrix” is attached as Appendix 1. 

Response times detailed in the relevant Risk Matrix are in addition to the three days 

allowed for processing complaints through the customer service system. Once a 

defect has been made safe the “Risk” will be reassessed to determine the correct 

response time. 

6.3 Maintenance Levels of Service 

14


Levels of Service, including inspection frequencies, repair intervention levels and 

response times have been established for specific activities within each road 

classification in the Road Hierarchy and are fully documented in the Service 

Agreements. 

In developing these levels of service, Council has considered community expectations, 

current service levels, the level of risk imposed and available resources. The current 

maintenance service levels being delivered are seen as being very close to reflecting 

the balance between customer expectations and financial affordability. 

It is envisaged that the Levels of Service will be reviewed annually as more accurate 

data becomes available and customer expectations and resource allocations are 

reassessed. 

6.4 Inspection Program 

A key Level of Service is the regular inspection of the road and pathway network and 

associated road infrastructure for defects. This is essential for the safe and efficient 

operation of public roads. Hume City Council has developed a structured inspection 

program that incorporates a combination of general safety inspections, night 

inspections and periodic condition surveys. 

The inspection program not only identifies defects, safety hazards and facilitates timely 

repairs, it also feeds into and guides the development of maintenance and capital 

works programs. 

The inspection program is detailed in the Service Level Agreement and in Appendix 2 

attached. 

6.5 Construction, Renewal and Refurbishment Standards 

Standards have been established for the design and construction of road infrastructure 

based on Road Classification and are documented in the Hume City Council 

”Infrastructure Standards Manual”. When appropriate, standards adopted by other 

relevant authorities such as VicRoads are also utilised. 

7 ROAD MANAGEMENT SYSTEM 

Council uses a number of processes which can be collectively be called the Road 

Management System to discharge its duty to inspect, maintain and repair public roads 

for which it is responsible. The system includes activities and standards detailed in the 

various documents listed in the “Service Level Agreement” and the “Quality 

Management System”, which must be read in conjunction with supporting Council 

documentation. 

The system has been developed based on the following key elements: 

7.1 The Road Management Plan Policy Framework 

Council’s Asset Management (AM) Framework is based on the STEP program and can 

be summarised as follows: 

15


Policy Strategy Plans Operations 

AM Policy 

• Context and 

importance 

• AM vision and goals 

• Responsibilities & 

relationships 

• Broad timeframes and 

deadlines 

• Integration of AM into 

organisation 

• Audit and review 

AM Strategy 

• Current status 

– Processes 

– Syst ems 

– Data 

– Planning 

– Implementation 

• Future vision 

• Gap analysis 

• Strategies and actions 

to address gaps 

• Resources and 

timeframes 

AM Plans 

• Levels of service 

• Demand forecasts 

• Asset portfolio 

• AM activities 

–Operations 

–Maintenance 

–Renewals 

–Capital works 

–Disposals 

• Financial forecasts (20 

years) 

Operation 

Plans 

• Reflects AM Plan 

priorities forecasts 

• Allocates necessary 

resources 

• Contain measurable 

performance 

indicators 

• Promotes efficient 

service delivery 

The Framework also includes: 

a) The Council Budget process which determines annually the amount of available 

funds to carry out work through routine works in the operational budgets and 

specific works in the Capital Works program; 

b) The standards and guidelines developed and used by the individual service 

providers as specified in the individual AM Plans; 

c) The maintenance standards and guidelines developed and used for carrying out 

works on roads by the individual service providers as specified in the individual 

Service Level Agreements. 

d) Audit Processes used to verify works and asset management improvements. 

7.2 Asset Management Plans for Road Infrastructure 

Hume City Council’s Asset Management Strategy provides for the establishment of 

Asset Management Plans for all assets classes, including those associated with public 

road infrastructure. Every Asset Management Plan is a lifecycle management plan that 

looks at the strategies and cost of owning, maintaining and renewing assets over the 

long term (20 years). 

The Roads Asset Management Plan is directly linked to the Road Management Plan 

and the Service Level Agreements and should be read in conjunction with both 

documents. Key elements of particular note to the Road Management Plan are: 

7.2.1 Service Levels 

The Service Standards adopted in this Road Management Plan are based on 

the Life Cycle Management Plans for each asset type as set out in the Road 

Asset Management Plan 2009 These Life Cycle Management Plans are 

subject to regular review as part of the asset management plan continuous 

improvement process. 

7.2.2 Condition Assessments 

16


The condition of each element of the road network is assessed at set intervals 

and the data is utilised to monitor asset performance and review both 

maintenance and renewal / refurbishment strategies. 

The road network is globally rated at 4-5-year intervals. Amendments and 

updates to the ratings occur as capital projects are completed or where the 

condition status of a road component has altered (e.g. due to service authority 

intervention). 

7.2.3 Renewal and Refurbishment Plan 

The Road Asset Management Plan sets out Council’s long term renewal and 

refurbishment strategy and provides indicative 20 year financial projections. 

The Plan presents a framework for the consideration of levels of service, 

current condition data and remaining life to establish priorities and scheduling 

of future capital works. 

7.2.4 Capital Works Program 

In determining the Capital Works Program for each coming year Council must 

consider renewal and refurbishment requirements and priorities across all 

asset classes together with new projects and service initiatives. 

Council has established criteria for the evaluation and prioritisation of capital 

works projects that clearly recognise the importance of infrastructure renewals 

and refurbishment. However it is recognised that there may be competing 

priorities and as a result available funding for road projects may vary from year 

to year. 

The proposed budget is advertised and feedback is sought from the 

community prior to final adoption. 

7.3 Management System to Inspect, Repair and Maintain 

The management system by which the components referred to in the Road 

Management Plan will be undertaken are detailed in the flowcharts in Appendix 1– 

Programmed and Reactive inspection System of footpaths and in Appendix 2 

Management System to Inspect, Repair and Maintain Roads - programmed and nonprogrammed. 

The key components are as follows: 

7.3.1 Customer Request System (Reactive component) 

Council operates a customer request system (MERIT) that logs and tracks all 

customer requests. The system requires a Council employee or customer 

service officer to log details of issues or requests and to refer them to the 

appropriate officer for actioning. Records of all maintenance work, inspections 

and other actions performed on public roads are maintained in the MERIT 

CRM. 

7.3.2 Works Program (Proactive component) 

The works program is developed by the area delivering the service as 

nominated in the relevant Service Agreement. The works program will provide 

a proactive approach to maintenance or other works required by assessing the 

17


existing condition to determine if it is below, meeting or above the required 

standard as specified. 

Officers will conduct regular inspections of the road assets on a programmed 

and regular basis. Works are assessed and a decision is made to either: 

a) accept the standard complies with the service levels and no action is 

required or; 

b) agree that the standard does not comply with the service levels and 

place the works on a program for repair within the specified timeframe. 

Works will be carried out within the timelines specified in the Road 


c) Only emergency works shall be carried out immediately. 

7.3.3 Works Program Development 

The works program will be developed from both the reactive MERIT requests 

and the proactive program works based on the required timelines to complete 

the works as specified in the relevant Service Level Agreement. The works 

program will be the primary program and the work generated from the MERIT 

system will feed into the works program to be carried out within the time 

specified. 

The service area responsible will be required to develop the program and 

ensure that the works are carried out. 

With the implementation of a GIS based Maintenance Management System 

(MMS) the distribution of MERIT request will be incorporated into the new 

system negating the requirement to hold works requests solely in MERIT. 

Upon commissioning then MMS the core maintenance and works programs 

will the managed through the GIS based system. 

7.3.4 Compliance with Standards 

All works carried out shall comply with Council policies and procedures. Key 

drivers of the works responsiveness include: 

• Customer Service Charter 

• Telephone Answering Procedures 

• Correspondence Management Procedures 

7.3.5 Force Majeure Clause 

Council will make every endeavour to meet all aspects of its Road 

management Plan. (RMP). 

However, in the event of natural disasters and other events including, but not 

limited to, fires, floods, droughts and the like, together with human factors, 

such as a lack of Council staff or suitably qualified Contractors, because of 

Section 83 of the Victorian Wrongs Act, 1958,as amended, Council reserves 

the right to suspend compliance with its Road management Plan. 

In the event that the CEO of Council, has to, pursuant to Section 83 of the 

above Act, consider the limited financial resources of Council’s Plan cannot 

18


not be met, they will write to Council’s Officer in charge of its Road 

Management Plan and inform them that some, or all, of the timeframes and 

response times are to be suspended. 

Once the events beyond the control of Council have abated, or it the events 

have partly abated, Council’s CEO will write to Council’s Officer responsible 

for Council’s Plan and inform them which parts of Council’s Plan are to be 

reactivated and when etc. 

7.3.6 Management Arrangements 

The Chief Executive Officer shall have responsibility for assigning the roles 

and responsibilities of the appropriate Council officers for the purposes of 

implementing the requirements of the Road Management Act and this Road 

Management Plan. Duties to be undertaken by Council staff shall include but 

are not limited to those set out in Schedule 7 of the Act. 

7.4 Community Consultation 

The development of the Road Management Plan and its accompanying service 

standards has taken into account community comment regarding the maintenance and 

condition of Council’s road network. This has been achieved through the “Annual 

Constituent Survey” and face to face consultation through focus groups. The focus 

groups ask residents to provide feedback on existing service levels delivered by 

Council for roads and footpaths and whether these service levels should be altered to 

meet their expectations. This feedback is presented to Council for Council’s 

consideration. 

The Road Management Plan and any future amendments will be presented to the 

community for comment prior to adoption. 

The Hume City Council Annual Report provides formal reporting on the Road 

Management Plan achievements. 

7.5 Key Stakeholders 

The key stakeholders are individuals, companies, service authorities, government 

authorities and community groups who have a vested interest in the proper 

management of roads. These can be summarised as follows: 

• Council 

• Community 

• Road users 

• Service and utility authorities who have assets located within the road reserve 

• Rail authority 

• VicRoads 

Detailed stakeholder / community consultation will be carried out every 4 years in 

conjunction with the Formal Review to assist Council understand the current needs for 

the road network as perceived by the community and key stakeholders. 

19


7.6 Customer Service Arrangements 

The Council is committed to providing excellent customer service. 

Members of the Community can contact the Customer Service Centre directly or via 

telephone and Internet regarding issues that relate to the road network. The Customer 

Service Centre staff are provided with relevant training and support and have clear 

checklists and procedures relating to road network issues. 

Feedback on progress or outcome of any request is available to the initiator via the 

Council Customer Service Centre. 

8 AUDIT OF ROAD MANAGEMENT PLAN 

The bi-annual audit will review compliance with the Road Management Plan and 

Service Level Agreements in relation to the specified duties and actions in that plan. 

Where major discrepancies are found matters shall be referred to the appropriate 

officer in Council for rectification and actioning. 

A report on organisational Asset Management performance including the Road 

Management Plan will be presented to Council annually. 

In addition, independent audits may be undertaken by Council’s internal auditors or by 

external auditors such as Council’s insurers. 

9 REVIEW OF ROAD MANAGEMENT PLAN 

The Hume City Council Road Management Plan is a living document and forms part of 

Council’s Asset Management Framework. 

• asset performance following delivery of maintenance program; 

• the level of achievement of asset management strategies against the expected 

benefits to road users, stakeholders and the community; and 

• the consideration of any external factors, including customer expectations, that 

are likely to influence the contents of this Plan. 

If the adopted level of service, i.e. defect intervention level and/or rectification response 

time, is not achievable, the level of maintenance effort may need to be varied. The 

level of service, the anticipated quantity of works and Council’s budget and resources 

would have to be reviewed and a new Road Management Plan proposed. 

This revised Plan would be subject to the consultation and approval processes as 

detailed in Sections 54 & 55 of the Act and Division 2 of the Road Management 

(General) Regulations 2005. 

A Formal review, in accordance with sections 303 & 304 of the Road Management 

(General) Regulations 2005, will be conducted every four years generally in line with 

Council elections. 

20


10 SUPPORTING DOCUMENTS 

The following un-incorporated documents, whilst complimenting the Plan do not form 

part of this Plan. All un-incorporated documents may change from time to time to 

reflect changes in Council policy, legislative changes, and operational changes or as a 

result of audit findings. Supporting documents may not always be available for 

inspection. 

10.1 Technical References 

• Risk Management Standard, AS/NZS 4360:2004 

• Compliance Program Standard, AS 3806: 1998 

• International Infrastructure Management Manual (IIMM) 2002, IPWEA. 

10.2 Council Documents 

Reference documents utilised by Council for the construction, inspection, 

maintenance and repair of Public Roads are defined as follows: 

• Road Management Act 2004 

• Road Management Act 2004 – Section 118, Instrument of Delegation. 

• Rescode 

• Hume City Council – Infrastructure Standards Manual 

• Hume City Council – Service Level Agreement - Road Reserve 

Maintenance 2009 

• Hume City Council – Customer Service Charter 

• Hume City Council – Asset Management Policy 2004 

• Hume City Council – Asset Management Strategy 2004 

• Hume City Council – Asset Management Plans 

• Hume City Council – Annual Budget 

• Code of Practice – Operational Responsibility for Declared Freeways 

and Arterial Roads 

• Instrument of Delegation to Members of Council Staff – Road 

Management Act 2004 and Regulations 

11 APPENDICES 

APPENDIX 1 - DEFECT RISK ASSESSMENT 

APPENDIX 2 - INSPECTION PROGRAM 

21

Hume City Council – Road Management Plan 

APPENDIX 1 - DEFECT RISK ASSESSMENT – ROADS AND FOOTPATHS 

AS/NZS 4360 

1 DETERMINING DEFECT RISK LEVEL: Consequences of Incident Occurring 

Likelihood of Defect Causing Incident Insignificant Minor 

Moderate Major 

Catastrophic 

(no injuries or 

damage to 

property) 

I.e. Graffiti or 

Litter 

May cause slight 

damage to 

property or 

require first aid 

treatment 

Significant damage 

or medical 

treatment 

required 

Extensive 

injuries or 

damage to 

property 

Potential death or 

permanent disability 

or Extensive damage 

to property 

Almost certain (expected to occur in most 

H VH E E E 

circumstances) 

Likely (probably occur in most circumstances) M H VH VH E 

Moderate (could occur at some time) M M H H VH 

Unlikely (not likely to occur, but possible) L L M H H 

Rare (may occur only in exceptional circumstances) L L L M M 

Risk Level Key: 

Extreme Risk 

Very High Risk 

High Risk 

Moderate Risk 

Low Risk 

1


APPENDIX 1 – INSPECTION PROGRAM 

1. FOOTPATH DEFECTS 

PROGRAMMED (NON REACTIVE) & REACTIVE INSPECTION DEFECT RECTIFICATION TIMEFRAME 

High Classification Paths Medium Classification Paths Low Classification Paths 

“Make Safe” Defect 

Rectification 


Rectification 


Rectification 

Crack 10mm to 30mm to < 50mm Asphalt in-fill within Repair within 12 Asphalt in-fill DCWF Asphalt in-fill DCWF 

10 days 

months 

within 20 days 


Cracks >50mm 

Asphalt in-fill within Repair within 12 Asphalt in-fill DCWF Asphalt in-fill DCWF 

10 days 

months 



Displacements 

N/A N/A N/A N/A N/A N/A 

(Stepping) 30mm 50mm 

5 days 

months 



Definitions: 

Municipal Pathway Classification 

High 

Medium 

Low 

Functional Description 

Pathways and ancillary areas associated with major shopping areas, leisure centres, schools, place of worships, 

community facilities, hospitals, etc which generate very significant pedestrian traffic. 

Pathways and ancillary areas associated with industrial zones and shared footways with high volumes of 

pedestrian traffic. 

Pathways and ancillary areas located in local residential areas. 

“DCWF” – “Dependant on Annual Capital Works Funding” levels for footpath rehabilitation. 

2


1. Determined via programmed inspection 

A programmed inspection is a physical site inspection conducted on an agreed 

regular basis. 

PROGRAMMED INSPECTION OF FOOTPATH AREAS 

START 

Footpath auditors identify defect 

Auditors record defect on Tablet 

At end of day Auditors sync Tablet to Server 

The System emails the work list to the Depot to makesafe 

The System emails work list to Works Supervisor to 

program repair 

‘Make-Safe’ Supervisor provides work list to ‘Make- 

Safe’ Contractor 

Programmed work given to Contractor by Works 

Supervisor 

Contractor makes safe and notifies ‘Make-Safe’ 

Supervisor 

Works repaired and Works Supervisor notified by 

Contractor 

‘Make-Safe’ Supervisor inspects works to ensure 

satisfaction and records repair on Tablet 

Works Supervisor inspects works to ensure 

satisfaction & records repair on Tablet 

Record Sync by ‘Make-Safe’ Supervisor to GIS Server 

Record sync by Works Supervisor to GIS Server 

Details of ‘Make-Safe’ recorded against defect in GIS 

automatically. 

Details of defect ghosted by system 

Finish 

3


2. Determined via reactive inspection 

Reactive inspection is a physical site inspection resulting from a reported incident, 

and is not part of the programmed inspection regime. 

REACTIVE INSPECTION OF FOOTPATHS 

Customer request received 

Council Officer logs request on Merit 

General 

Review request 

Due to injury 

Compare to footpath audit data 

Data Differs 

Referred to Officer for inspection 

Data same 

Footpath Officer identifies defect on site 

Close Merit and notify resident 

Officer records defect on Tablet 

At end of day officer syncs Tablet to Server 

The System emails the work list of asphalt to the 

Depot to make-safe 

The System emails work list to Works 

Supervisor to program repair 

‘Make-Safe’ Supervisor provides work list to 

‘Make-Safe’ Contractor 

Programmed work given to Contractor by Works 

Supervisor 

Contractor makes safe and notifies ‘Make-Safe’ 

Supervisor 

‘Make-Safe’ Supervisor inspects works to ensure 

satisfaction and records repair on Tablet 

Record Sync by ‘Make-Safe’ Supervisor to GIS 

Server 

Works repaired and Works Supervisor notified 

by Contractor 

Works Supervisor inspects works to ensure 

satisfaction & records repair on Tablet 

Record sync by Works Supervisor to GIS Server 

Details of ‘Make-Safe’ recorded against defect in 

GIS automatically. 

Details of defect ghosted by system 

Finish 

4


“Initial Inspection Response Time External Customer Road Defect Report 

(Reactive) 

Upon notification from an external stakeholder i.e. community, residents, other 

authorities, the Customer Service representative will categories the report into one of 

the following priorities. 

Report (Generic examples) 

Priority 1 

• Missing Pit Lids 

• Major road subsidence or bridge defect 

• Defects which have caused personal injury or 

damage to Public or Council assets 

Priority 2 

• Potholes (> 300m or 50mm deep) 

• Issues in high traffic zones Collector Roads 

Priority 3 

• Graffiti 

• Requests for grading 

• Parking signs 

• Litter 

Response time to Inspect 

Immediate mobilisation of 

Response Team or Team 

Leader to assess 

desirably within 4 Hours 

Within 24 Hours 

Within 48 Hours 

Note: 

• The MERIT based priority alert classifications do not apply to the Road 

Management Plan (RMP) response times. 

• The RMP response times are defined within the work flows for each reported 

defect or incident. 

Road Delineation 

Risk Issue 

• Safety Signs – Missing, illegible or damaged in particular regulatory signs 

• Guideposts – Missing or damaged: on corners or when more than 30% 

missing 

• Safety Barriers – Missing or damaged to the extent where they are ineffective 

or traffic hazard 

• Line marking – Missing or ineffective: where reflectivity is reduced by > than 

50% 

• Pavement Markers – Missing or ineffective : on corners or when more than 

30% missing 

Rectification Response Time Reactive and Nonreactive 

Risk Rating 

Response Time to Make Response time to Rectify or 

Safe or Assessed Refer to Capital works Program 

Extreme Immediate / within 4 Hours Within 24 Hours 

Very High Within 4 Hours Within 2 Days 

High Within 8 Hours Within 7 Days 

Moderate Within 2 Days Within 8 Weeks 

Low Within 2 Days Programmed Works 

5


Road Pavement 

Risk Issue 

• Fallen or Hazardous Materials; Where items become traffic hazards i.e. Dead 

animals or branches 

• Potholes >300 mm diameter or 50 mm deep 

• Oil Spills, Slippery Surface or Livestock waste 

• Deformations or Blow-out >100mm in height 

• Edge Drops >100mm for more than 5 metres 

Rectification Response Time Reactive and Nonreactive 

Risk Rating 

Response Time to Make 

Safe or Assessed 

Response time to Rectify or 

Refer to Capital Works Program 

Extreme Immediate /within 2 Hours Within 24 Hours 

Very High Within 4 Hours Within 2 Days 

High Within 8 Hours Within 7 Days 

Moderate Within 2 Days Within 8 Weeks 

Low Within 2 Days Programmed works 

“Make Safe” May include temporary repairs, barricades, signs or removal. Make 

safe may complete the request therefore no further action is required. 

“Rectification” When beyond normal maintenance i.e. >$5K the defect is recorded 

and prioritised in accordance with Councils adopted Capital Works Program. 1 Please 

Note: - The risk level can also be influenced by the category of the road. A road 

category with more exposure than another may affect the risk rating and priority to 

action the defect. 

“Programmed Works” When works are risk assessed as “Low” the are deemed to 

be (Programmed Works) the defect or works request will be monitored via the 

designated inspection program with any deterioration been risk assessed in 

accordance with Appendix 1 Page 1 - Defect Risk Assessment with a response time 

to “Make Safe” allocated accordingly. 

6



1. ROADS (RURAL) 

INSPECTION FREQUENCY 

ACTIVITY 

SEALED 

UNSEALED 

COLLECTOR & MAJOR ROADS LOCAL ACCESS ROAD LOCAL ACCESS ROAD 

CONDITION DEFECT CONDITION DEFECT CONDITION DEFECT 

Pavement (including bridges 3 years Monthly 3 years Annually 3 years Monthly 

and major culverts) 

Shoulder 3 years Monthly 3 years Annually 3 years Monthly 

Drainage 5 years Monthly 5 years Annually 5 years Monthly 

Maintenance of Delineators Monthly Annually Monthly 

Guard Fence Maintenance 5 years Monthly 5 years Annually 5 years Annually 

Guide Signs 5 years Monthly 5 years Annually 5 years Monthly 

Regulatory Warning and 5 years Monthly 5 years Annually 5 years Monthly 

Instruction Signs 

Footpaths 

H – 18 months 

M – 18 months 

L – 4 years 



L – 4 years 



L – 4 years 

7


Note: Night Inspections are not undertaken on rural roads 


2. ROADS (URBAN) 

ACTIVITY 

INSPECTION FREQUENCY 

SEALED 

UNSEALED 

COLLECTOR & MAJOR ROADS LOCAL ACCESS ROAD LOCAL ACCESS ROAD 

CONDITION DEFECT CONDITION DEFECT CONDITION DEFECT 

Pavement (including bridges and 

major culverts) 

4 years Monthly 4 years Annually 4 years Monthly 

Surface Drainage 6 years Monthly 6 years Annually 6 years Monthly 

Underground Drainage up to the Approx 10 years 

Approx 10 years 

Value of $50k annually 

Footpaths 



L – 4 years 



L – 4 years 



L – 4 years 

School Crossings (Supervised) 

Each School 

Each School 

Each School Day 

Day 

Day 

Guide Signs Monthly Annually Monthly 

Regulatory Warning and 

Monthly Annually Monthly 

Instruction Signs 

Line Marking and Delineation Monthly Annually 

Night Inspections (Collector 

Roads Urban only) 

Annually 

8

Hume City Council – Road Management Plan V4, 2012 

MANAGEMENT SYSTEM TO INSPECT, REPAIR AND 

MAINTAIN ROADS 

Programmed and Reactive 

Internal 

• Other departments 

• Officers 

• Councillors 

Customer request received or 

inspection programmed. 

Request logged on MERIT system 

and forwarded to responsible officer. 

External 

• Phone calls 

• Letters 

• Emails 

Officer investigates and conducts risk 

assessment 

Emergency 

Works 

YES 

Refer to work area for 

immediate actioning. 

NO 

Refer to maintenance works program 

Major works which are not 

maintenance i.e. > $5k to be 

referred to the Capital Works 

Program. 

Develop works program which includes 

work area inspections and customer 

requests 

Work area inspection program 

identifies and prioritises works 

for each area of the Road 


Program works to be carried out in 

accordance with timeframes identified in 

the Road Management Plan. 

Works recorded on appropriate system 

when complete. 

MERIT closed for actions relating to 

customer requests. 

Audits and reviews carried out in 

accordance with Road Management 

Plan. 

9

REPORTS – COMMUNITY WELLBEING 

14 MAY 2012 


COUNCIL PLAN THEME – COMMUNITY WELLBEING 

REPORT NO: 

REPORT TITLE: 

SOURCE: 

DIVISION: 

FILE NO: 

CW308 

Closed Circuit Television (CCTV) in Sunbury Town 

Centre 

Cara Rose, Community Safety Officer 


HCC11/578 

POLICY: - 


Health, Safety and Wellbeing 


1.1 This report provides further information in relation to the Department of Justice offer of 

$200,000 from the Public Safety Infrastructure Fund to support the installation of closed 

circuit television (CCTV) in Sunbury Town Centre. 

2. RECOMMENDATION 

2.1 That Council accepts the offer of $200,000.00 from the Victorian State 

Government to support the installation of CCTV in the Sunbury Town Centre. 

2.2 That the installation of CCTV for the Sunbury Town Centre be undertaken in 

consultation with the Sunbury Community and in accord with the Public Safety 

Infrastructure Fund Guidelines. 

3. BACKGROUND 

3.1 The Sunbury Business Association have advocated strongly for a period of time for the 

installation of CCTV to address local concerns related to petty crimes, robberies and 

assaults in the Town Centre. 

3.2 In recent months, letters and emails have been received from the Sunbury Business 

Association and several residents expressing support for CCTV in Sunbury Town 

Centre and encouraging Council to accept the PSIF Grant. In addition, a petition with 

115 signatures has been received. The petition asks Council to “…immediately commit 

to the installation, maintenance and ongoing operation of a comprehensive CCTV 

network in Sunbury Town Centre and increase personal safety”. (Petition to be 

presented to Council on 14 May 2012) 



14 MAY 2012 


REPORT NO: CW308 (cont.) 

3.3 The Victorian Government made an election promise to provide funding to Sunbury for 

the installation of CCTV. Council has had an on-going dialogue with the Victoria State 

Government, with the latest correspondence received from the Minister for Crime 

Prevention Andrew McIntosh on the 24 April 2012, requesting the Council give further 

consideration to accepting the Public Safety Infrastructure Fund Grant by the 18 May 

2012. 

3.4 At a meeting on the 20 February 2012, Council resolved not to pursue an active role in 

the provision of surveillance services and to further investigate the feasibility of a 

partnership approach. Council further expressed its view on the 13 March 2012 that 

responding to crime is a primary responsibility of Victoria Police. 

3.5 Further to this, Council has advocated to the Victorian Government to honour its 

election promise and to provide additional funding to meet the costs associated with 

providing CCTV including investigation, installation and ongoing monitoring. 


4.1 Correspondence dated 11 October 2011 from the Department of Justice, confirmed the 

allocation of $200,000.00 under the Public Safety Infrastructure Fund for the 

establishment of a CCTV system in Sunbury Town Centre. The grant allocation was 

pre-emptive of any application by Council. 

4.2 The Public Safety Infrastructure Fund Grant Guidelines stipulate the following 

inclusions and exclusions apply to the use of the grant: 

Grants funds can used for: 

Any physical element of public 

place CCTV system 

Appropriate signage 

Grants funds cannot be used for: 

Monitoring of live footage 

Data management and storage 

Routine or ongoing asset maintenance, 

management or audit services 

Emergency repairs to system or equipment 

Project management, evaluation, legal or 

administrative requirements 

4.3 The conditions associated with acceptance of the Public Safety Infrastructure Fund 

Grant require broad community engagement to provide input in to the following: 

4.3.1 Establishment of a working group to determine the main objectives of the 

CCTV system and how it will contribute positively to crime prevention; 

4.3.2 Developing clear objectives and guidelines including but not limited to CCTV 

Code of Practice, CCTV Standard Operating Procedures and Project 

Evaluation Plan; 

4.3.3 Indentifying data management responsibilities and preparing adequate 

documentation to support the operation of the CCTV system (Memorandum of 

Understanding with Police and other agencies); 



14 MAY 2012 



4.3.4 Evaluation of CCTV system against objectives for crime prevention and 

community safety. 

4.3.5 The costs associated with the planning phase are expected to be in the order 

of $10,000 - $15,000. 

4.4 Comparative costs have been obtained from eight other local Councils which provide 

an insight into the indicative costs associated with installing and operating CCTV. A 

summary was circulated to Council separately. 

4.5 Specific costs estimates for the provision of CCTV in the Sunbury Town Centre cannot 

be finalised until a ‘CCTV Functional Specification’ has been developed, however it is 

clear that ongoing operating costs will not be met by the Public Safety Infrastructure 

Fund Grant. 

4.6 Operating costs associated with monitoring and storage of the data and equipment 

maintenance are not covered by the grant and funding for these costs are expected to 

be in the order of $20K - $35K p.a. 


5.1 Correspondence received from the Sunbury Business Association and local media 

coverage on the installation of CCTV has highlighted a number of key concerns shared 

by the proponents of CCTV. In summary, these concerns relate to the level of theft, 

property damage and street assault that occurs in the Sunbury Town Centre. 

5.2 CCTV systems currently exist in a range of businesses situated in the Sunbury Town 

Centre. These premises include Hotels, Night Club, Petrol Stations, Sunbury Central 

Car Park, Car Wash and numerous retail outlets. The positioning of the existing 

cameras (at least 30-40 CCTV) support the surveillance of the designated premises. 

5.3 In addition, the Sunbury Electrification Project Final Report April 2011 identifies the 

‘installation of approximately 66 CCTV security cameras around the car park, bus 

terminus and station area’ at the completion of that project. Additional lighting will also 

be installed to provide a well lit space. Following the completion of the Sunbury Station 

Redevelopment, Sunbury will have in excess of 100 CCTV cameras within the Town 

Centre precinct. 

5.4 A review of eight local Councils utilising CCTV has revealed the following: 

5.4.1 The reason for the installation of CCTV included: 

(a) Advocacy by local police, community and traders to address anti-social 

behaviours; 

(b) Addressing alcohol related violence; 

(c) Vandalism; and 

(d) Disrupting local drug trade. 

5.4.2 Local traders have been vocal in advocating for the installation of CCTV and 

have significantly contributed to the ongoing costs of monitoring and 

maintenance of the system. 



14 MAY 2012 



5.4.3 Victoria Police have been actively involved in the development of CCTV 

Functional Specification documentation and commonly monitor and store data 

at the local Police Station. Council will work with the Sunbury Police to 

ascertain their capacity to do the same. 

5.4.4 Both active and passive approaches to monitoring CCTV footage is used. The 

active monitoring model involves an individual watching live footage and 

reporting any issues directly to the Police. Passive monitoring is where 

footage is recorded and stored for a period of time and only accessed by 

relevant parties (generally Victoria Police) post incident and used as an 

investigative tool. 

5.4.5 Maintenance of CCTV and associated equipment is very specialised. Local 

Councils who have installed CCTV commonly enter in to a contract with a 

specialist company (generally the company who installed the system) to 

undertake annual maintenance and emergency call outs. 


6.1 Addressing entrenched and complex social problems reflected in the practice of ‘petty 

crime’ is rarely solved with one strategy. The installation of CCTV cameras is likely to 

provide a deterrent and assist with detecting those who ‘break the law’; however it is 

not a solution that will eradicate the incidents of ‘petty crime’. 

6.2 Council has a clear position of promoting Hume City as a ‘Safer City’ and this is 

reflected in Hume’s ‘Community Safety Strategy’. This strategy encompasses 

partnership with the community in a wide range of activities that contribute to 

strengthening safe practices at home and in the public realm, and has contributed to 

creating greater confidence in ‘community safety’. 



14 MAY 2012 


REPORT NO: 

CW309 

REPORT TITLE: Road Safety Partnership Program 2012 

SOURCE: 

DIVISION: 

FILE NO: 

POLICY: 


Cara Rose, Community Safety Officer 


HCC12/213 

Community Wellbeing 

Health, Safety and Wellbeing 


1.1 The Community Safety Strategy 2009 – 2013 outlines Council’s approach to 

developing a Safe Community. The Strategy, adopted by Council on the 23 November 

2009, identifies an action to “Continue to support young driver safety through Council’s 

Annual Road Safety Grants and associated programs”. 

1.2 This report details the Road Safety Partnership Program 2012 for local Secondary 

College and Special Development schools within Hume City, which aims to reduce the 

disproportionate representation of young people in road crashes. 

1.3 The Road Safety Partnership Program assists Secondary Colleges to provide a 

comprehensive and intensive road safety program with a focus on safe driving 

practices and the development of protective factors. The funds will enable Year 11 

students to participate in ‘Fit to Drive’ workshops. Special Development schools focus 

on the development of practical road safety skills and the use of different modes of 

transport for students of a similar age developing independent living skills. 

1.4 The Road Safety Partnership Program demonstrates the successful local partnership 

developed between local education providers, Victoria Police and emergency services, 

which continues to grow through the facilitation of the ‘Fit to Drive’ workshops. 



2.1 awards Hume Road Safety Partnership Program funds to each of the schools 

(listed in Table 1) at a ceremony/presentation to be held on 17 May 2012; 

2.2 requires that schools in receipt of the funds from the Road Safety Partnership 

Program 2012 comply with the following conditions: 

2.2.1 provides a ‘Fit to Drive’ half-day workshop for all Year 11 students; 



14 MAY 2012 



2.2.2 conducts a ‘Keys Please’ information session with Year 10 students and 

their parents detailing requirements around the attainment of the 120 

hours of driving practice for all Learner Drivers; 

2.2.3 ensures Year 12 students’ curriculum contains components that address 

attitudes to safe driving and safe celebrations; 

2.2.4 provides information and practice skills regarding road safety and safe 

travel practices to students attending Special Development schools. 


The 2011-2012 Budget provides $26,000 in funds for the Hume Road Safety Partnership 

Program. The cost to implement the ‘Fit to Drive’ program is $9.80 per student. It is 

anticipated that there will be an increase in 2013 and 2014 due to additional new schools. 

The 2012 Hume Road Safety Partnership Program allocation is summarised in Table 1. 

Table 1 : 2012 Hume Road Safety Partnership Program 

School Number of Funds per school 

participating students (GST exclusive) 

Aitken College 140 $ 1,372 

Craigieburn Secondary College 160 $ 1,568 

Gladstone Park Secondary College 260 $ 2,548 

Hume Anglican Grammar School 40 $ 392 

Hume Central Secondary College 200 $ 1,960 

Ilim College 60 $ 588 

Isik College - East Meadows Campus 60 $ 588 

Isik College - Meadow Fair Campus 80 $ 784 

Kolbe Catholic College 120 $ 1,176 

Penola Catholic College 260 $ 2,548 

Roxburgh College 220 $ 2,156 

Salesian College 180 $ 1,764 

St Mary's Coptic Orthodox College 60 $ 588 

Sunbury College 200 $ 1,960 

Sunbury Downs College 80 $ 784 

Broadmeadows Special Developmental School 120 $ 1,176 

Hume Valley School 260 $ 2,548 

Sunbury & Macedon Ranges Specialist School 140 $ 1,372 

TOTAL 2640 $ 25,872 


The primary objective of Council, as stated in the Local Government Act (1989), is to 

endeavour to achieve the best outcomes for the local community having regard to the longterm 

and cumulative effects of decisions. The continuation of the Road Safety Partnership 

Program will contribute to Council’s obligations to ensure the safety and wellbeing of its 

community. 



14 MAY 2012 




5.1 Evaluation was conducted with students and teachers who participated in the ‘Fit to 

Drive’ workshops 2009/10. Feedback was overwhelmingly positive, with 

recommendations for the continuation of the program. 

5.2 The Hume Community Safety Strategy 2009-2013 will be evaluated during the next 

financial year. It is anticipated that the Road Safety Partnership Program which funds 

the ‘Fit to Drive’ workshops in all Hume Secondary Colleges, will also be evaluated. 



6.1.1 For eight years Council has funded the Hume Road Safety Partnership 

Program, with all Secondary Colleges and Special Development schools in 

Hume City continuing to benefit from the provision of these funds towards the 

education of safe road practices. 

6.1.2 Previously the delivery of these funds to local Secondary Colleges and Special 

Development schools was named the Hume Road Safety Grants. The name 

change to the Hume Road Safety Partnership Program, reflects the noncompetitive 

process of the distribution of funds and emphasises the 

collaborative nature of the partnership with the schools to deliver road safety 

education. 

6.2 Program Outline 

6.2.1 The Hume Road Safety Partnership Program is part of an integrated approach 

to community and road safety in Hume City that supports the implementation 

of a number of initiatives focusing on young people’s readiness and 

awareness of their role and responsibility in their own and their friends’ safety 

on the road. It is a condition of the program that schools receiving the funds 

run a holistic three year program from Year 10 through to Year 12. 

6.2.2 The ‘Fit to Drive’ workshop is an interactive, experiential peer-to-peer model 

workshop targeting young people in Year 11. The workshop aims to assist 

young people to develop appropriate protective behaviours in response to 

inappropriate peer pressure with regard to driver and passenger behaviours. 

The cost per student is $9.80. 

6.2.3 The implementation of the ‘Fit to Drive’ program has built an ongoing 

successful partnership between local Secondary Colleges and Special 

Development schools with Youth Resource Officers from the Victoria Police, 

the Country Fire Authority and Metropolitan Fire Brigade, who all assist with 

workshop discussion groups. This partnership plays an integral part of the 

success of this program. 



14 MAY 2012 



6.2.4 Schools are expected to support the integrated approach by ensuring that the 

‘Keys Please’ learner driver program is delivered at the Year 10 level 

(sessions for parents and students coordinated and supported by VicRoads) 

and for Year 12 students, incorporate a screening of, discussion and other 

curriculum activities relating to the TAC DVD entitled ‘Muck Up Day’, 

highlighting the importance of celebrating safely at the end of year 12 

(facilitated by Victoria Police). 

6.2.5 Special Development schools run individualised programs to suit the needs of 

the students attending their facilities. This may include information and 

activities regarding safety whilst walking, cycling, and travelling safely as a 

passenger in any vehicle or on public transport. 

6.2.6 In 2012, 18 local schools have registered for the Hume Road Safety 

Partnership Program. The total number of students expected to participate is 

2640. 

6.3 Presentation Ceremony 

6.3.1 Victoria Police Assistant Commissioner Kieran Walshe recently became the 

Fit to Drive Foundation’s ambassador. On the 17 May, the Assistant 

Commissioner will join with a number of Fit to Drive’s coordinators to run a 

road safety youth workshop called “Speed Hurts ~ Where do you stand? What 

can we do about it?”. The workshop will be held from 10.00am – 3.00pm at the 

Hume Global Learning Centre Craigieburn. The forum will explore, definitions 

of speed, attitudes to speed, speeding acceptability alongside the tragic 

outcomes which result from unacceptable behaviour with local students aged 

between 16-19 years old. 

6.3.2 Between 1.30pm-3.00pm principals from the 18 local Secondary Colleges and 

Special Development schools will be invited to attend. The students who 

participated in the workshops will present to the principals their learning from 

the workshop. Schools will receive a certificate of participation in the Road 

Safety Partnership Program from Assistant Commissioner Kieran Walshe and 

the Mayor Councillor Ros Spence in recognition of their contribution to road 

safety. 

6.3.3 Participating police and emergency services personnel who have embraced 

this program and aim to raise awareness at the local level about road safety 

will also be recognised. 


The Hume Road Safety Partnership Program is an effective way to incorporate community 

and road safety messages into a school based setting and into a school’s curriculum. The 

continuation of this program supports and promotes road safety to young people and learner 

drivers in Hume City. 



14 MAY 2012 


REPORT NO: 

REPORT TITLE: 

SOURCE: 

DIVISION: 

FILE NO: 

CW310 

Report on participation in the International Election 

Observer Mission to the 2012 Timor-Leste Presidential 

Election and a visit to Aileu District 

Richard Brown, Friends of Aileu Project Officer 


HCC05/29-06 

POLICY: - 




This report contains an account of the participation by the Friends of Aileu Project Officer in a 

delegation of international observers to the first round of the 2012 Timor-Leste Presidential 

Election and a visit to Aileu District to meet government officials and representatives of local 

organisations connected to the East Timor Partnership Project 


That Council notes the Report on Participation in the International Election Observer 

Mission to the 2012 Timor-Leste Presidential Election and a visit to Aileu District. 


3.1 There are no financial implications contained in this report 


4.1 The primary purpose of Local Government under the Local Government Act (1989) is 

to ensure ‘peace, order and good government’. It was in this context that the friendship 

relationships, linking Local Governments in Australia and the District Administrations in 

Timor-Leste, were established. 


5.1 Australian members of the International Observer Mission to the 2012 Timor-Leste 

Presidential Election were consulted in the preparation of this report. 



14 MAY 2012 




6.1 The Report on the Timor-Leste Election Observer Mission to the 2012 Presidential 

Election a visit to Aileu District (Attachment 1), describes the participation by the 

Friends of Aileu Timor Project Officer in an international observer mission to the first 

round of the 2012 Presidential Election and meetings held with government and 

community representatives during a visit to Aileu District. 

6.2 The Project Officer visited Timor-Leste from 12-24 March 2012, where he observed the 

conduct of the election in Aileu District, as part of a delegation of International 

Observers from the Friends of Aileu and partner organisations. The cost of the visit 

was met from the Project budget. 

6.3 Participation by fifty four International Observers from Australian friendship groups to 

the first round of the Timor-Leste Presidential Elections, the largest international 

delegation from any country, was commented on favourably by the Australian 

Ambassador to Timor-Leste, as contributing to the development of democracy in the 

country. 

6.4 Appreciation for the participation of the Project Officer, together with twelve other 

volunteer representatives from the Friends of Aileu and partner organisations, was also 

commented on favourably by the Aileu District Development Officer, representing the 

Aileu District Administration. 

6.5 The full account of the Election Observer mission is contained in Attachment 1 – 

“Report on the Election Observer Mission to the 2012 Timor-Leste Presidential Election 

and a visit to Aileu District”. 

6.6 The Project Officer also took the opportunity to meet with representatives of 

government and community organisations in Dili and Aileu District connected to the 

East Timor Partnership Project, to review the progress of projects supported by the 

Friends of Aileu and its partners and to plan future projects and activities. 

6.7 Meetings were held by the Project Officer in Dili, with a representative of the 

Department of Oral Health, and in Aileu, with representatives of the District 

Administration, the Aileu Science and Technology Institute, the Aileu Resource and 

Training Centre, the Uma Ita Nian Health Clinic (Maryknoll Sisters), the Sao Paolo 

Secondary College, the Aileu Senior High School, and the FOSCACA youth group. 

6.8 The Project Officer was also provided with details of the scholarship winners for 2012 

by the Aileu Friendship Commission Liaison Officer, including the names of the 

recipients of the secondary scholarships funded by Hume City Council, which are listed 

in the report. 

6.9 Following the election, the Project Officer undertook a tour of four western Districts in 

Timor-Leste at his own expense and visited some projects supported by other 

Australian Friendship groups. 



14 MAY 2012 




7.1 The participation by the Project Officer, as part of the International Observer Delegation 

to the 2012 Timor-Leste Presidential Election, was as an important expression of the 

friendship relationship with Hume and Moreland and Hume City Councils and their 

communities, and a demonstration of their confidence in the development of local 

democracy in Aileu District. 

7.2 The visit to Aileu by the Project Officer served to further strengthen the relationship 

between Hume and Moreland City Councils, the Aileu District Administration and 

project partners in Timor-Leste, and laid a sound basis for the future development of 

the relationship. 


ATTACHMENT 1 

Report on the Election Observer 

Mission to the 2012 Timor-Leste 

Presidential Election and a visit 

to Aileu District 

Prepared by Richard Brown 

April 2012 

0

BACKGROUND 

In March 2012, the East Timor Project Officer, Richard Brown, visited Timor-Leste to 

observe the 2012 Presidential Election and to meet with government officials and 

representatives of community organisations to discuss the progress of the Friendship 

relationship and projects in Aileu. 

After observing the election, he joined a group tour and travelled to four of the Districts in the 

western part of the country, at his own expense. 

An outline of the main activities undertaken during the visit is at Attachment 1. A list of 

people met during the visit is at Attachment 2. 

The following is a brief summary of the activities undertaken during the visit and the key 

outcomes. 

2012 PRESIDENTIAL ELECTION OBSERVER MISSION 

The election was the first wholly-organised by the Timorese, under the overall supervision of 

the National Electoral Commission (Comissão Nacional de Eleições - CNE) and 

implemented by a separate body, the Technical Secretariat of Electoral Administration 

(Secretáriado Técnico de Administração Eleitoral - STAE). 

The first round of the Presidential election took place on Saturday 17 March. Approximately 

660,500 people were registered to vote with a minimum voting age of 17. Voting in Timor- 

Leste is not compulsory. In Aileu District, there were 24,926 eligible voters, able to vote at 43 

polling centres. All voters were required to attend a polling centre in the suco where they 

were registered, which resulted in the movement of large numbers of people in the days 

before the election, made difficult by bad weather, poor roads and lack of public transport. 

Prior to the election, the CNE undertook an election-related civic education program 

targeting the whole Timorese population. It also launched a national „Conflict Prevention and 

Peace Strengthening‟ program. 

Thirteen candidates stood for election, including the current President, Dr Jose Ramos- 

Horta, and one died during the campaign. 

The poll was preceded by a 14-day campaign period, during which candidates used the local 

media to announce their „policies‟ (although, strictly speaking, the president has only a 

ceremonial role), supporters held rallies around the country, and towns and villages were 

festooned with campaign banners and posters. All campaigning, including display of banners 

and posters, was supposed to stop two days before polling day, although billboards 

displaying the candidates image were still visible around Dili after the ballot was held. 

The Project Officer was registered with the STAE as an „International Election Observer‟ 

through the Australia Timor-Leste Friendship Network (ATLFN), which organised 

participation by representatives of Australian friendship groups for both the Presidential and 

Parliamentary elections. 

Fifty-four representatives of Australian Friendship groups participated as International 

Observers at the first round of the Presidential election, the largest international delegation 

1

to take part. Thirteen people, including the Project Officer, participated in the delegation 

which observed the election in Aileu District. Most were members of the Friends of Aileu or 

its partners. They were: Gary and Anne Jungwirth, and Richard Brown, (Friends of Aileu), Dr 

Vivienne French and John French, David and Suzanne Thwaites, Steven Lavender, and 

Geoff Phillips, (Bass Coast Friends of Laulara), Dr Peter Cock and Sandra Cock (Friends of 

Besilau), Nancy Price (Friends of Suai) and Shirley Carlos (Timor Adventures). 

On Tuesday 13 March, Richard Brown participated in a briefing by the ATLFN for members 

of the Australian observer delegation held at the Esplanada Hotel in Dili. Professor Damien 

Kingsbury of Deakin University gave an overview of the responsibility of election observers 

and Michael Maley, formerly of the Australian Electoral Commission, outlined the election 

procedure. Observers were issued with a tee-shirt, identifying them as election observers 

and the STAE issued a registration card for each individual. 

On Friday 16 March, the day preceding the ballot, Richard Brown attended a ceremony, 

presided over by the District Administrator, to launch the election, which was held at the 

Aileu District Administration offices. It was attended by nearly 100 members of the police 

force (PNTL), 30 CNE „monitoring officers‟ and about fifty STAE staff. The equipment for 

each polling station, including ballot boxes and polling stalls were loaded onto vehicles, 

together with a number of police and electoral officials, which then drove off to the different 

sucos (villages) to set up the polling stations for the next day‟s ballot. 

Ceremony at the Aileu District 

Administration offices to launch the first 

round of the presidential election 

Poster showing the ballot paper 

On polling day, because of the state of the roads in Aileu and limited access to transport, the 

thirteen members of the observer delegation in Aileu decided to focus on seven polling 

stations in five locations around Aileu Vila Sub- District: Aileu Vila, Faharia, Matebeno, 

Aisirimou and Bandedetto. 

The observation process began at approximately 6.30am, before the polling stations 

opened, with the checking of the polling station equipment by the electoral officials. Polling 

began at 7am and the polling stations remained open until 3pm. The voters, many of whom 

had walked for hours to get to their polling station, formed long queues, before entering the 

station, checking their voter registration cards against the official voters roll, receiving a 

ballot paper, marking the paper by pushing a 4-inch nail through the preferred candidate‟s 

image and having their index finger dipped in indelible ink. 

2

Sealing the ballot box 

Voters queue at the Aileu Vila polling 

station 

The number of voters attending grew quickly after the polling station opened, then fell away, 

so that most voting was completed by early afternoon. The polling stations then closed and 

the counting began, with each voting paper being held up by the „president of the polling 

station for all to see and the name of the chosen candidate called out. In some polling 

stations, this counting process continued until late in the evening. At the completion of 

counting, a list of the provisional results was posted on the door of the polling station. The 

final results were compiled and announced in Dili some days later, when all of the ballot 

papers had been returned to Dili. 

Each polling station was also attended by a number of local Timorese „national observers‟, 

who monitored the voting and counting process. 

The count 

TV coverage of the national tally 

On Sunday 18 March, the Timor-Leste national television service, TVTL, ran continuous 

coverage of the national tally. The official outcome of the poll was announced on 22 March. 

The four leading candidates receiving the following percentage of the votes: 

Francisco „Lu Olo‟ Guterres (President of the FRETILIN Party) – 28.76% 

Jose Maria de Vasconcelos, „Taur Matin Ruak‟, (former head of the Timor-Leste 

Defence Force) – 25.71% 

José Ramos-Horta (President of Timor-Leste since 2007) – 17.48% 

3

Fernando de Araujo, „Lasama‟ (President of the Democratic Party (PD) and Speaker 

of the National Parliament 2007-2012) – 17.3% 

As there was no clear winner i.e. no-one who had over 50% of the vote, a second ballot for 

the two highest scoring candidates was scheduled for Monday 16 April. 

According to the view of the International Observers, the election was „free and fair‟. 

Following the poll, Professor Damien Kingsbury issued a report on behalf of the Australia 

Timor-Leste Friendship Network (see Attachment 3), in which he stated, inter alia, that the 

polling and counting processes had „substantially met internationally recognised standards 

for free and fair elections at the venues observed‟. He noted that there were no reports of 

significant political or other violence or intimidation leading up to or on the day of the poll‟ 

and that the atmosphere in the polling stations was „peaceful and positive, with a clear 

commitment on the part of both electoral staff and voters to an orderly and successful 

process‟. These comments accord with the observations of the International Observer group 

in Aileu District. 

Following the election, the Australia Timor-Leste Friendship Network called for registration 

by Australian volunteers to attend the second round Presidential Election and the 

Parliamentary Election due in late June. 

The Aileu District Development Officer, Sr Mario Soares, also expressed his appreciation, on 

behalf of the Aileu District Administration and the local community, of the participation by the 

International Observer group in the elections in Aileu District and indicated that the District 

Administration would welcome participation by a Councillor from Moreland or Hume in the 

International Observer Mission to the Parliamentary Election. 

On Sunday 18 March, Richard Brown attended a reception for the Australian International 

Observers at the residence of the Australian Ambassador to Timor-Leste, H.E. Miles 

Armitage. He thanked the observers for their participation in the election. The meeting was 

also addressed by Professor Damien Kingsbury and Rae Kingsbury on behalf of the ATLFN. 

Australian Ambassador to Timor-Leste, 

Myles Armitage (r), addressing the 

International Observers 

The leader of the Australian Observer 

Mission, Professor Damien Kingsbury, 

addressing the Observers 

2

MEETINGS IN DILI 

Prior to the Presidential Election, Richard Brown attended a number of meetings in Dili, as 

follows: 

Department of Oral Health 

On 12 March, Richard Brown met with the Director of Clinical Services at the Timor-Leste 

Department of Oral Health, Sr Victorino Araujo, to discuss a proposed evaluation of the Aileu 

Oral Health Pilot Project. He was accompanied by Abilio de Araujo who acted as an 

interpreter. 

Sr Araujo agreed to the participation by a representative of the Department in discussions 

with the Project leader, Dr Martin Hall and Dental Nurse Sally Vong, when they visit Dili and 

Aileu in the week beginning 16 April. He also agreed to consider an agreement for the future 

development of the project and the possibility of the folding portable dental chair, which has 

been manufactured in Aileu, being used in other parts of Timor-Leste. 

Alternative Technology Association 

On 12 March, Richard Brown met with Dr Prabir Majumdar, International Project Manager for 

the ATA, who was in Timor-Leste to assess progress on ATA solar projects in the Districts 

(including Aileu) and its AUSAid-funded national solar training program. He discussed the 

plan to assess the village solar lighting systems in Remexio Sub-District and Besilau aldeia, 

in Aileu. It was agreed to meet in Besilau on 16 March (see below under AILEU 

MEETINGS). 

While in Dili, Richard Brown also visited the offices of Fundasaun Alola (the Alola 

Foundation) and met briefly with the Prime Minister‟s wife, Kirsty Sword Gusmão, and visited 

the Chega! Museum, which houses an exhibition of the work of the Timor-Leste Commission 

for Truth, Reconciliation and Reception (CAVR), spoke to a representative of the national 

women‟s organisation OMT, which is doing a project on domestic violence, and to one of the 

Tour Guides who conduct tours of the exhibition for the Post-CAVR Technical Secretariat. 

Aileu Science and Technology Institute 

On 12 March, Richard Brown met with Sr Abilio de Araujo, a board member of the newlyestablished 

Aileu Science and Technology Institute (ASTI). The college was started by the 

Rai Husar Foundation, which was established in January 2011. The college offers an 

alternative to going to Dili for students from Aileu wanting to gain a tertiary education, with a 

focus on preparing for employment. 

Sr de Araujo is currently employed as the Quality Coordinator at the National Agency for 

Academic Assessment and Accreditation, the body which accredits tertiary institutions and 

courses in Timor-Leste. 

2

Also present was Chris Adams, the former Friends of Aileu-AVI Volunteer in Aileu, who was 

due to complete a second volunteer assignment at the Timor-Leste NGO Forum (FONGTIL) 

in Dili at the end of March. 

Sr de Araujo said that teaching had begun at the Institute in temporary premises in Aileu 

Vila, with an initial intake of 220 students. The Institute plans to offer courses in 

Mathematics, (for potential maths teachers), English (again, for future English language 

teachers), Management and Information Technology, (for students wishing to set up their 

own businesses), Public Administration, (to meet the need for trained public servants), 

Business Management, (with a view to producing future entrepreneurs and business 

leaders), and finally, Sustainable Agriculture, (a course being developed in conjunction with 

local NGOs Permatil and The Haburas Foundation).The Institute also plans to establish 

technical training courses for local people, including carpentry, welding, mechanics and 

languages and IT. These would be certificate-level courses, aimed at preparing young 

people for employment in areas of high labour demand. 

Sr Araujo indicated that it would be looking to the Friends of Aileu for support for the 

development of the Institute in future, although no specific requests were made. 

He also reported on the activities of the Aileu University Students Council for the May 20 

Independence Day celebration. (Sr de Araujo founded the Council, and is now an advisor to 

it). He said that the activities in Aileu had been very successful, although no funds were 

received from the Friends of Aileu this year. Richard Brown said that if the Council wished to 

seek funding for future activities, it should be done well in advance, through the Aileu 

Friendship Commission. 

Dili Weekly 

On 13 March, Richard Brown met with Emanuel Braz, Director of the independent 

newspaper, The Dili Weekly. He was a former project coordinator for the Friends of Baucau 

in Melbourne and currently teaches journalism at the National University in Dili. He said that 

the news media in Timor-Leste are under-resourced and lack skilled personnel, with the 

result that the current elections were not getting adequate coverage. In his view, much of the 

broadcast media was politically partisan, with government radio and TV favouring the 

governing coalition, and with the opposition Fretilin Party having its own network of radio 

stations. However, he was optimistic that the next generation of journalists, who are currently 

being trained, would be more independent and enquiring. He also said that the volunteer-run 

community radio station in Aileu could benefit from some financial support from the Friends 

of Aileu. 

Nerissa Murphy 

On Monday 19 March, Richard Brown had an informal meeting with Hume resident, Nerissa 

Murphy, from Moreland Council‟s Communications Unit, who has been working on the 

dissemination of the 2010 Timor-Leste Census results, and her husband, Jose, who is 

currently working as a consultant at the National Development Agency, under the Timor- 

Leste Prime Minister‟s Department. 

2

Nerissa Murphy described the project, Sensus Fo Fila Fali („giving back the census‟), which 

involved preparing a detailed analysis of the census results for each of the 442 sucos in the 

country, which have been published in hard copy and on disk, and providing briefings to 

local community leaders. She gave Richard Brown an electronic copy of the publications. 

The data are also available at http://www.mof.gov.tl/about-the-ministry/statisticsindicators/sensus-fo-fila-fali/download-suco-reports/aileu-suco-reports/?lang=en 

Jose outlined the work of the National Development Agency, which is responsible for 

reviewing all capital development projects, based on an analysis of their respective costbenefits, 

as well as for monitoring the implementation and execution of projects through a 

quality certification system. This includes the major projects currently being implemented by 

the Aileu District Administration. 

MEETINGS IN AILEU 

District Administration 

Richard Brown had a number of meetings with officials at the Aileu District Administration, 

including the District Administrator, Sr Martinho Matos, the Deputy DA, Sr Abel de 

Conceicao, and the District Development Officer and Friendship Commission Liaison Officer, 

Sr Mario Soares. 

Key outcomes of the meetings are as follows: 

Review of the scholarship program. 

Richard Brown discussed the draft report of the review of the secondary and tertiary 

scholarship programs with Sr Mario Soares. He agreed with most of the recommendations in 

the report and undertook to communicate it to the Aileu Friendship Commission for 

discussion and endorsement. 

In particular, he agreed to provide Friends of Aileu with photographs of each scholarship 

recipient, together with some biographical information, and annual reports on their academic 

progress. He also stressed that students nominated for the scholarships are screened to 

assess whether they were recipients of other government financial support, which would 

prevent them receiving a scholarship under the programs. 

He provided a list of the scholarship recipients for 2012 for the secondary and tertiary 

programs (see Attachment 4). 

He requested funding support to attend the graduation of two of the students who have been 

studying in Indonesia. A costed proposal will be forwarded to the Friends of Aileu. 

Development Projects. 

Mario Soares outlined the 39 development projects for which the District Administration has 

received funding from the National Government in 2012 to a total value of US$4million, for 

2

which he is responsible. They cover a wide range of infrastructure and other areas, including 

schools, health centres, roads and bridges. 

Staff development for District Administration staff. 

Mario Soares requested funding to support him to undertake a further year‟s study at Cristal 

Institute in Aileu so that he can gain a full bachelor‟s degree in Economics and Accounting, 

(he completed a diploma-level course in 2011, with funding support from the Friends of 

Aileu). He also requested funding for three District Administration staff to undertake short 

training courses. Costed proposals for both of these requests will be forwarded to the 

Friends of Aileu. 

Visit to Australia. 

Mario Soares indicated his interest in visiting Melbourne to observe the October 2012 local 

government elections. This request will be put to the Friends of Aileu. 

Volunteer’s House. 

Richard Brown discussed the preparation of the Volunteer‟s House, which is managed b the 

Aileu District Administration, for the arrival of the new AVI Volunteer and his wife in May. 

Mario Soares agreed to ensure that the windows and doors are secure and to supply a new 

bed. 

Sarlala Primary School. 

As schools in Timor-Leste were closed for two days before the presidential Election (due to 

many of them being used as polling stations), Richard Brown was unable to visit the primary 

school at Sarlala, which has a friendship relationship with Brunswick North West Primary 

School. Instead, he gave a parcel of friendship bands, made by students at BNWPS for the 

students at Sarlala, together with a letter in English and Tetum, to Mario Soares for later 

delivery to the school. 

Padre David Alves Da Conceicao 

While travelling to Aileu Vila, Richard Brown briefly met with Padre David Alves Da 

Conceicao, the parish priest in Remexio Sub-District, who is the local contact for the 

Kangaroo Valle-Remexio Partnership, a partner organisation of the Friends of Aileu. He 

gave Padre David a letter and some money from KVRP. 

Uma Ita Nian Clinic 

On 14 March, Richard Brown visited the Uma Ita Nian Parish Health Clinic in Aileu, run by 

the Maryknoll Sisters, and met with Sister Dorothy McGowan, Sister Susan Gubbins and 

agricultural advisor, Rui Sarmento Araujo. 

Richard Brown gave Rui some packets of vegetable seeds which had been donated by the 

St Kilda Community Garden via former AVI Volunteer, Paul Coghlan. The seeds were 

2

packed in very small plastic envelopes and given to villagers to propagate and to collect 

more seed for future use. 

Sr Susan outlined progress on projects funded by the Friends of Aileu and its partners. So 

far, little of the funds provided in December 2011 have been expended. Sister Susan agreed 

to provide detailed report when more progress has been made. Sr Dorothy talked about the 

need to undertake maintenance of the clinic and residence buildings, which were re-built 12 

years ago, after being totally destroyed by the militias in 1999. She asked for assistance with 

getting a costed estimate of work needed and in particular the water supply at the residence. 

Richard Brown undertook to investigate sources of assistance. 

Meeting at Uma Ita Nian Clinic – (l-r) Sister 

Dorothy McGowan, Richard Brown, Sister 

Susan Gubbins, Rui Sarmento Araujo 

Trainees in the computer room at the Aileu 

Resource & Training Centre 

Aileu Resource and Training Centre 

On 15 March, Richard Brown visited the Aileu Resource and Training Centre and met with 

the Director, Sra Maria Diamantina Martins, and other staff. He inspected the computer 

training facilities and the new Internet cafe, and the geological display installed by Monash 

University Science Centre. Sra Martins provided Richard Brown with a report on the Produce 

Expo, held over three days in December 2011, which show-cased the activities of ten 

community groups. 

She outlined the current training programs run by the Centre, which include computer and 

English language training at the Biblioteka in Aileu and at the Manucasa Community Centre 

in Lequidoe Sub-District and literacy programs in the villages of Sarlala, Manucasa, 

Manulesa and Suku Lurai. 

She also reported on the two staff undertaking professional development training in 

Indonesia, with assistance from the Friends of Aileu: Guida Periera is completing her final 

year studying management at Bradwiyawa University in Jogjakarta and Natalia Ximenes is 

completing her first year studying accountancy at Muhammadiayah University in Malang. 

Besilau Village Lighting System 

On 16 March, Richard Brown attended a community meeting in Besilau aldeia. The meeting 

was also attended by Dr Peter Cock and Sandra Cock from Moora Moora Community, which 

2

has a friendship relationship with Besilau, and Dr Prabir Majumdar, International Project 

Manager for the Alternative Technology Association, his Timorese technician Julio, and Sr 

Mario Soares, representing the Aileu District Administration. The purpose of the meeting was 

to discuss an audit of the existing solar lighting systems in the village, about 50% of which 

had fallen into disrepair, and a program to repair them. There had also been a failure of 

some community members to make their monthly contribution to the maintenance fund, 

which had prevented the four ATA-trained community technicians from carrying out 

maintenance on the systems. 

The meeting was addressed by Dr Cock, Prabir Majumdar, Mario Soares, Richard Brown 

and the village Chief, Sr Manuel Monis. The meeting agreed to ask Julio for assistance in 

undertaking the audit during the following week and to ask community members to make the 

required payments. Prabir Majumdar undertook to provide the necessary spare parts and 

replacement equipment to repair the systems once the funds were collected. 

Peter Cock also offered to discuss funding another project in the village once the lighting 

system is repaired. 

(l-r) Dr Peter Cock, interpreter, Dr Prabir 

Majumdar, technician Julio, Chefe de 

Aldeia, Sr Manual Monis 

Members of the Village Lighting System 

Committee and other Besilau community 

members 

Visit to Laulara Birthing Centre 

On 13 March, Richard Brown visited the site of the Laulara Birthing Centre Project in Kotolau 

village. The building has been substantially renovated and remaining work, i.e. installation of 

plumbing and electrical wiring, and painting, was due to be completed by the end of March. 

He signed a plaque, on behalf of the Friends of Aileu, which will be installed at the building 

when it is completed. He also met with the contractor for the project, Sr Lai Kiang Sen in 

Aileu Vila. 

Visit to Sao Paolo Secondary College 

On 14 March, Richard Brown visited the Sao Paolo Catholic Secondary College in Aileu with 

Sister Julia Shideler, a Maryknoll Sister who teaches part-time at the school. Sao Paolo has 

a friendship relationship with St Joseph‟s College in Echuca. 

2

He met the Deputy Principal, and other teachers, including Esperanca de Jesus Mesquita, a 

former Friends of Aileu scholarship student, who now teaches Portuguese at the school. 

There is also another former scholarship student, Elisa de Conceicao, on the teaching staff 

at the school. 

Entrance to the re-furbished birthing centre 

building 

Visit to Aileu Senior High School 

Richard Brown (l) with students at Aileu 

Senior High School and (c) Sister Julia 

Shideler 

On 14 March, Richard Brown visited the Aileu Government Senior high School at Malere, 

near Aileu Town, with Sister Julia Shideler, who teaches English at the school. He met with 

the Principal, Sr Joao Ximenes, other teachers and students. He gave the principal an album 

prepared by students at Salesian College, Sunbury, four netballs and four soccer balls 

donated by Salesian College and some literature about the College. The Principal expressed 

his appreciation of the friendship relationship with Salesian College and later delivered a 

letter expressing those sentiments. 

Meeting with Camilo da Costa 

On 15 March, Richard Brown met with Sr Camilo da Costa, Community Development Officer 

at the Aileu Vila Sub-District Administration. He was in Melbourne during 2010 as part of an 

AUSAid-funded Victorian Government training program for local government officials. He 

was due to spend time with the Australian mentor from the training program who arrived in 

Aileu as Richard Brown was leaving. 

FOSCACA Youth Group 

On 15 March, Richard Brown met with Jose Vallente, the convenor of the FOSCACA church 

youth group, which provides support and assistance to young people from local villages. The 

group operates a centre, where young people grow and cook food for sale, and undertake 

various training activities, including computer training. They have received some funding 

support from the Friends of Aileu in the past and, more recently, from the students at St 

Joseph‟s College, Echuca. Richard Brown undertook to identify a youth group in Melbourne 

which could link up with FOSCACA. 

2

Plan Timor-Leste 

On 15 March, Richard Brown met briefly with Helen Hayes of Plan Timor-Leste. She 

reported that Plan is about to commence a 5-year project involving youth development in 

Aileu, which has been funded by the Oaktree Foundation. Richard Brown undertook to follow 

this up with the Oaktree Foundation in Australia. 

Other Activities 

While flying to Dili, Richard Brown met Peter Dugan, Director of Smallholder Agricultural 

International, a Perth-based company, which is training agricultural advisers in Timor-Leste. 

Richard Brown provided him with contacts to source solar water pumps for agricultural use. 

Following the Presidential Election, Richard Brown joined a tour group led by Timor 

Adventures, at his own expense, which travelled in three 4WD vehicles over some very bad 

roads through the districts of Ainaro, Covalima, Bobonaro and Liquica. 

While in Suai (Covalima District) he visited the Covalima Community Centre, a project of the 

Port Phillip Friends of Suai, a local pre-school, and two women‟s weaving groups, supported 

by the Covalima Community Centre. In Balibo, (Bobonaro District), he visited the „flag house‟ 

where the five Australian journalists, known as the „Balibo Five‟, were killed, which now 

houses a community learning centre. He also met the AVI Volunteer working at the 

Bobonaro District Administration, Peter Sibly. 

At Darwin Airport, Richard Brown met Anton Horvat, Manager of Tourism and Events at 

William Angliss Institute, Melbourne, who had been conducting tourism training at the East 

Timor Development Agency. He offered to provide advice about developing tourism in Aileu 

District. 

While they were in Aileu, members of the Friends of Aileu and the Bass Coast Friends of 

Laulara visited the Uma Ita Nian Clinic and one of its pig-breeding projects, the St Francis of 

Assisi Disability Workshop, (where the portable dental chairs are manufactured), the Aileu 

Science and Technology Institute, the Aileu Training and Resource Centre and the 

FOSCACA Youth Centre. 

2

ATTACHMENT 1 

RICHARD BROWN – VISIT TO TIMOR-LESTE 11-24 MARCH 2012 

PROGRAM 

Date 

Sunday 11 March 

Monday 12 March 

Tuesday 13 March 

Wednesday 14 

March 

Thursday 15 March 

Friday 16 March 

Saturday 17 March 

Sunday 18 March 

Monday 19 March 

(on leave) 

Activity 

Depart Melbourne – arrive Darwin 

Meeting with Rob Wesley-Smith, member of Kangaroo Valley- 

Remexio Partnership 

Depart Darwin – Arrive Dili 

Visit to Alola Foundation 

Meeting with Prabir Majumdar, Alternative Technology Association 

Meeting with Chris Adams, FONGTIL AVI Volunteer and Abilio de 

Araujo, Board member of Aileu Science & Technology Institute 

Meeting with Victorino Araujo, Director of Clinical Services, 

Department of Oral Health 

Election Observer Briefing by Australia-Timor-Leste Friendship 

Network 

Meeting with Friends of Same scholarship students 

Meeting with Emanuel Braz, Director of Dili Weekly 

Travel to Aileu 

Meeting with Padre David, Remexio 

Meeting with Mario Soares, Aileu District Development Officer 

Meeting with contractor for Laulara Birthing Centre Project, Ken Lai 

Meeting with Sister Dorothy McGowan, Sister Susan Gubbins and 

Rui Sarmento at Uma Ita Nian Clinic 

Visit to Sao Paulo Catholic Secondary College 

Visit to Aileu Senior High School, Malere 

Meeting with Mario Soares, visit Volunteer‟s House 

Meeting with Jose Vallente, Coordinator, FOSCACA Youth group 

Meeting with Helen Hayes, Plan Timor-Leste 

Meeting with Maria Diamantina Martins, Director, Aileu Resource & 

Training Centre 

Meeting with Camilo da Costa, Community Development Officer, 

Aileu Vila Sub-District Administration 

Meeting with Mario Soares 

Ceremonial launch of Presidential Election at District Administration 

Meeting re Village Lighting System in Besilau aldeia 

Observe Presidential Election voting in Aileu Vila and Fahisoi 

Observe Election counting in Aileu Vila 

Travel to Dili 

Attend reception for Australian International Election Observers at 

Australian Ambassador to Timor-Leste‟s residence 

Sightseeing in Dili, including visit to Alola Foundation office and 

Chega! Museum 

13

Tuesday 20 March 

Friday 23 March 

(on leave) 

Saturday 24 March 

Travel to Aileu, tour to Ainaro, Covalima, Bobonaro, Liquica and 

return to Dili 

Travel to Darwin – Melbourne 

2

ATTACHMENT 2 

LIST OF PEOPLE MET DURING VISIT 

Sr Abel de Conceicao, Aileu Deputy District Administrator 

Sr Abilio de Araujo, member ASTI board 

Sr Alberto Barros, Coordinator, Covalima Community Centre, Suai 

Anton Horvat, Manager Tourism and Events, William Angliss Institute 

Camilo Da Costa, Community development Officer, Aileu Vila Sub-District Administration 

Chris Adams, AVI Volunteer Organisation Development Adviser, FONGTIL, Dili 

Professor Damien Kingsbury, ATLFN International Observer Mission leader 

Padre David Alves Da Conceicao, Parish Priest of Remexio 

Sister Dorothy McGowan, Sister of Maryknoll, Aileu 

Emanuel Braz, Director, Dili Weekly, Dili 

Sra Eugenia Lopes, Tour Guide, Chega! Museum, Dili 

Helen Hayes, Plan Timor-Leste, Dili 

Sr Joao Ximenes, Principal, Aileu Senior High School 

Sr Jose Vallente, Coordinator FOSCACA Church Youth Group, Aileu 

Sister Julia Shideler, Sisters of Maryknoll, Aileu 

Kirsty Sword Gusmão, Chair, Alola Foundation, Dili 

Sr Lai Kiang Sen, Building Contractor, Aileu 

Sr Manuel Monis, Chefe de Aldeia, Besilau, Aileu District 

Sr Mario Soares, Aileu District Development Officer, Aileu Friendship Commission Liaison 

Sr Martinho Matos, Aileu District Administrator 

Miles Armitage, Australian Ambassador to Timor-Leste 

Officer 

Peter Dougan, Director, Smallholder Agriculture International 

Peter Sibly, AVI Volunteer, Bobonaro District Administration 

Dr Prabir Majumdar, International Projects Manager, Alternative Technology Association 

Rae Kingsbury, ATLFN Convenor 

Rob Wesley-Smith, KVRP member, Darwin 

Sr Rui Sarmento Araujo, Agricultural Advisor, Uma Ita Nian Clinic, Aileu 

Sister Susan Gubbins, Sisters of Maryknoll, Aileu 

Sr Victorino Araujo, Director of Clinical Services, Department of Oral Health, Dili 

15

ATTACHMENT 3 

Australia Timor-Leste Friendship Network (AusTimorFN) in conjunction with Deakin 

University’s Centre for Citizenship, Development and Human Rights (CCDHR) 

Formal Report: Presidential election 17 March 2012 

Prepared by Damien Kingsbury and Michael Maley 

The Australia Timor-Leste Friendship Network Facilitators Incorporated and Deakin 

University‟s Centre for Citizenship, Development and Human Rights congratulates the 

people of Timor-Leste on a successful 2012 presidential election and the consolidation of the 

democratic process in Timor-Leste. 

Based on reports from more than 50 AusTimorFN observers deployed across 12 of Timor- 

Leste‟s 13 districts, despite poor weather and a number of manageable technical problems, 

all preliminary reports indicate that the polling and counting processes which were 

implemented on 17 March 2012 substantially met internationally recognised standards for 

free and fair elections at the venues observed. 

The 2012 elections are the second national polls to be Timor-Leste administration, with 

support from the United Nations Integrated Mission (UNMIT) in Timor-Leste being provided 

on a more limited scale than in 2007. UNMIT is due to conclude its operations at the end of 

2012. 

AusTimorFN Timor-Leste coordinator and CCDHR Director, Professor Damien Kingsbury, 

said Timor-Leste‟s Technical Secretariat for Electoral Administration (STAE) and National 

Elections Commission (CNE) had very largely performed in a professional and competent 

manner. STAE is responsible for running the elections and the CNE oversees the electoral 

process. 

All indications are that Timor-Leste is now very capable of running its own electoral process, 

based on reports from the Network‟s observers. 

Unlike the elections of 2007, there were no reports of significant political or other violence or 

intimidation leading up to or on the day of the ballot. The elections were undertaken in a very 

peaceful manner. Network observers all reported that the atmosphere in the polling stations 

attended by AusTimorFN volunteer observers was peaceful and positive, with a clear 

commitment on the part of both electoral staff and voters to an orderly and successful 

process. 

AusTimorFN observers did note a number of technical problems with the election process, 

the main ones of which were shortages of ballot papers in a small number of polling stations; 

some quality issues with indelible ink used to mark voters (two types of ink were used in the 

process); some concerns with the requirement faced by some voters to travel at their own 

expense to their place of registration in order to vote; and some aspects of the counting 

process which gave rise to disputation. There was a shortage of ballot papers in some 

cases, which was primarily due to underestimating the number of voters and to spoiled ballot 

papers in transit as a result of poor weather conditions. Even though STAE attempted to get 

fresh ballot papers to the few affected polling stations, in a couple of cases road conditions 

and rising rivers impeded their timely delivery. 

AusTimorFN observers noted a number of technical infractions of the ballot process. 

However, these infractions were relatively few and were not regarded as compromising the 

integrity of the vote in any of the polling stations observed. Observers noted that these 

16

infractions reflected a desire to ensure that people could vote, but sometimes by stepping 

over the bounds of what is formally allowed by STAE. 

There was also a report of confusion with the counting of votes, which was undertaken in 

local voting centres. This was due to using numbers rather than candidates‟ names, with 

number four on the list, Francisco Xavier do Amaral, being removed from numbering due to 

his prior death. This then moved the numbering of the following eight candidates by one, 

resulting in confusion in counting. This problem was, however, resolved by re-counting. 

AusTimorFN wishes to again confirm that the 2012 Timor-Leste elections were a 

demonstrable success for the electoral administration and democratic process in Timor- 

Leste. AusTimorFN looks forward to its observers attending the expected second 

presidential round in mid-April, as well as the parliamentary elections in late June. 

Technical Annex 

1. This Technical Annex elaborates three aspects of the polling and counting processes for 

the 2012 presidential election which could usefully be reviewed by the competent authorities 

of Timor-Leste in the light of experience on 17 March 2012. 

Indelible ink 

2. Article 42, no. 9 of Regulation No. 04/STAE/X/2011 (Regulation on the Voting, Counting 

and Result Tabulation Procedures for the Presidential and Parliamentary Elections) provides 

that: “Once the voter has cast his or her vote, the indelible ink controller shall mark the right 

index finger of the voter in such a manner as to stain the cuticle so as to ensure that the 

voter exercises his or her right to vote only once”. 

Indelible ink has been used at elections in Timor-Leste on a number of occasions since 

2002. The efficacy of its use as a mechanism for prevent multiple voting is, however, 

dependent on the ink being in fact indelible, as required by the Regulation. 

3. Confirmed information was received by the observers from a number of sources that in 

various parts of the country the ink used proved not to be indelible, and was able to be 

removed with relatively little effort using a cleaning agent such as household detergent. 

4. The use of indelible ink in the electoral context is intended both to prevent multiple voting, 

and to reinforce public confidence that effective prevention measures are in place. 

The use of ink which is not in fact indelible is therefore problematic even if no attempts are 

made by anyone to vote more than once, since the credibility of the mechanics of the 

electoral process can be undermined. 

5. It is strongly recommended that at future elections, only indelible ink meeting the highest 

standards (such as those laid down for ink utilised at elections in India) be used. 

Place of voting 

6. At the election, voters were required to vote in the sucos (local areas) for which they were 

registered. Such a requirement does not of itself breach international standards – indeed, at 

the Popular Consultation of August 1999, people were required to vote at the place where 

they registered - but it may in practice have undesirable or discriminatory effects. The 

observers received a number of reports of voters having to undertake significant travel at 

their own expense to go to the place where they could vote, and there was something of a 

mass exodus from Dili in the days prior to polling day as people returned to the districts. The 

costs to individuals of having to undertake such travel would in some cases have been 

17

considerable, as would have been the economic costs to the nation of having people 

travelling rather doing productive work on the days in question. 

7. It is a recognised norm of legitimate elections that voters should not be required 

personally to incur other than the most nominal costs (such as the petrol required to ride a 

motorbike to a nearby polling station) in order to cast their votes: as a matter of principle, a 

voter should never have to ask whether he or she can afford to vote. 

8. It is strongly recommended that the requirement that people vote in their sucos of 

registration be urgently and holistically reviewed, with the aim of ensuring that it cannot in 

practice serve as a disincentive to voting by people for whom travel costs would represent 

an unacceptable burden. 

Counting procedures 

9. While counting at polling centres is a sound practice which in general worked very well, 

some difficulties arose in at least one large centre (> 3700 voters) witnessed by observers. 

As a result, the counting did not finish until the early hours of the morning on Sunday 18 

March, and took longer than the polling had taken. 

10. It is recommended that the following aspects of the process be reviewed. 

 

 

 

 

 

Premises: If large numbers of ballot papers are to be counted at a centre, a spacious 

room is needed for the conduct of the counting. At the particular centre in question, 

both polling and counting took place in old, small classrooms, while much newer, 

better lit and better equipped classrooms were not used. (This, of course, may not 

have been STAE‟s decision.) Avoidance of bottlenecks: At the centre in question, the 

counting for four separate polling stations at the centre was done centrally and 

consecutively, and with ballot papers from all four amalgamated. This converted the 

task facing the counters from four smaller and basically manageable operations to 

one very large and difficult to manage operation. The process would have worked 

much more efficiently had each polling station secretary been able to conduct a 

separate count, under the overall supervision of the centre president, with figures 

being added together at the end to produce a consolidated centre result. 

Standardisation of process: counting venues should always have pre-printed cards to 

organise stacks of counted ballot papers. Similarly, there should be a requirement to 

use names of candidates or parties when calling out the votes from particular ballot 

papers: at the centre in question, the initial use of numbers in lieu of names led to 

confusion as to the candidate for whom some ballot papers had been counted, 

because of the cancellation of the candidacy of the deceased candidate. 

Transparency: The need for counting to be done transparently cannot be overemphasised 

in training. As part of this training, the need for counting officials to 

explain to all present, in detail, what is going to be done in each phase of counting as 

it arises should be emphasised. 

Training of fiscais (party agents, scrutineers): It would also be useful if parties and 

candidates could emphasise, in their training of their fiscais, the need to treat all 

STAE and CNE staff with appropriate courtesy and respect. 

It was reported that subsidised rice was distributed from at least one polling station 

prior to the election, which could have been construed as buying support for a 

particular candidate supporting by the main government party. While this was not 

18

egarded as a critical matter, care should be taken in future to ensure that there is no 

confusion, potential or otherwise, between government programs and polling 

stations. 

For further information, please contact: 

AusTimorFN Timor-Leste Coordinator Professor Damien Kingsbury +6707266770, 

+61439638834, or 

AusTimorFN‟s electoral expert Michael Maley +670759850. 

Dili 

21 March 2012 

19

ATTACHMENT 4 

SCHOLARSHIP HOLDERS 2012 

Hume-Aileu Secondary Scholarship Program 

No Name Sub-district School Year 

01. Augusto Mendonça Aileu Vila Sec. Voc Aileu 1 New 

02. Benedita de Jesus Pereira Araujo Remexio Sec. Cath Remexio 1 New 

03. Calistro Amaral Lequidoe Sec. Leq 1 New 

04. Carlota de Jesus Carvalho Remexio Sec. Cath Remexio 2 Renewed 

05. Clementino Mendonça Remexio Sec. Cath Remexio 2 Renewed 

06. Delfina Pires Soares Laulara Sec. Pub Laulara 1 New 

07. Estanislau da Costa Remexio Sec. Cath Remexio 2 Renewed 

08. Elisabeth Pires Aileu Vila Sec. Cath Aileu 3 Renewed 

09. Fidelis Xavier Pereira Aileu Vila Sec. Cath Aileu 3 Renewed 

10. Fátima Lemos Araujo Laulara Sec. Pub Laulara 1 New 

11. Filomeno Tilman Aileu Vila Sec. Pub Aileu 3 Renewed 

12. Flaviana M. M. Da Silva Aileu Vila Sec. Cath Aileu 3 Renewed 

13. Gonsalo Amarante da Silva Laulara Sec. Pub Laulara 1 New 

14. Geraldo da C. Mendonça Remexio Sec. Cath Remexio 2 Renewed 

15. Imaculada Mesquita Lequidoe Sec. Pub Aileu 3 Renewed 

16. Imaculada da Conceição Laulara Sec. Pub Laulara 3 Renewed 

17. Jaime Reinato Soares Aileu Vila Sec. Pub Aileu 1 New 

18. Joana José Remexio Sec. Cath Remexio 1 New 

19. Judith do Rêgo Lequidoe Sec. Cath Lequidoe 1 New 

20. Leonardo Pereira Araujo Aileu Vila Sec. Voc. Dili 1 New 

21. Manuel Tilman Magalhães Aileu Vila Sec. Pub Aileu 3 Renewed 

22. Matias Mali Aileu Vila Sec. Voc Maliana 3 Renewed 

23. Matilde Carvalho Amaral Remexio Sec. Cath Remexio 1 New 

24. Mariana de Jesus Soares Remexio Sec. Cath Remexio 2 Renewed 

25. Mariana da Silva Bi-quinta Aileu Vila Sec. Voc Dili 3 Renewed 

26. Natalina Ximenes Remexio Sec. Cath Remexio 2 Renewed 

27. Natalino Faria da Silva Aileu Vila Sec. Cath Aileu 2 Renewed 

28. Natalino Soares Aileu Vila Sec. Cath Aileu 3 Renewed 

29. Natalisa Isaura Fátma Almeida Aileu Vila Sec. Pub Aileu 2 Renewed 

30. Rosita Fátima Aileu Vila Sec. Voc Aileu 1 New 

31. Ricardo Joaquim Pereira Laulara Sec. Pub Laulara 1 New 

32. Rosario Ramos Lequidoe Sec. Cath Lequidoe 1 New 

33. Fernando dos Reis Araujo Aileu Vila Sec. Cath Aileu 1 New 

34. Paulo da Costa Xavier Aileu Vila Sec. Cath Aileu 3 Renewed 

35. Pascoela Mendonça Carvalho Remexio Sec. Cath Remexio 1 New 

36. Pedro Soares Ramalho Lequidoe Sec. Cath Lequidoe 1 New 

20

Cr. Andy Ingham-Aileu Scholarship Program 

No Name Subdistrict 

Institution Course Y Obs 

r 

01. Augusto Castro Braz Aileu Vila Cristal Institute Economics and 1 New 

Marketing 

02. Adriano Verdial Lequidoe UNTL Media/Broadcasting 1 New 

03. Abrão de Jesus Remexio UNTL/UnKris-Kupang Agronomy 3 Renewed 

04. Abril Vilanova Lequidoe UNTL Physics 3 Renewed 

05. Aservina Bete Simões Aileu Vila Cristal Institute Accountancy 3 Renewed 

06. Beatriz Linda do Rêgo Aileu Vila UNTL Agronomy 1 New 

Castela 

07. Carla Carvalho dos Santos Aileu Uni of Proc 1945 Psychology 3 Renewed 

Jogjakarta 

08. Ermelina do Rêgo Laulara UNTL Political Science 2 Renewed 

09. Ernestro Mendonça Remexio DIT Tourism 2 Renewed 

10. Eurogio A.M. Srmento Aileu Vila DIT Petroleum studies 3 Renewed 

11. Filipe Boavida do Rêgo Aileu Vila UNPAZ Architecture 1 New 

12. Felizarda Suriano Laulara UNTL Agronomy 3 Renewed 

13. Francisco Nunes Aileu Vila UNTL Chemistry 2 Renewed 

14. Felismina Lobato Laulara UNTL Development and Mgt 2 Renewed 

15. Gabriela Ximenes N. Lequidoe UNTL Political Science 2 Renewed 

Lobato 

16. Hermenegildo Alves Laulara UNTL Public Administration 3 Renewed 

Mesquita 

17. Isabel Alves Laulara UNTL Agriculture 3 Renewed 

18. Jaime Mouzinho Aileu Vila UNTL Social Work 3 Renewed 

19. Joana Fátima Aileu Vila UNTL Biology 3 Renewed 

20. Julio da Costa Correia Laulara UNTL Chemistry 2 Renewed 

21. Juliana Bere Aileu Vila ICR Social Work 3 Renewed 

22. Libania Martins Amaral Aileu Vila Gajayana- Indonesia Media/Broadcasting 3 Renewed 

23. Lorenço Alves Falcão Lequidoe UNTL Business Management 4 Renewed 

24. Laurindo Mendonça Aileu Vila DIT Computer Science 4 Renewed 

Exposto 

25. Marcos de Jesus Amaral Aileu Vila Uni. Trib. Indonesia Architecture 3 Renewed 

26. Madalena Exposto Aileu Vila UNPAZ Political Science 2 Renewed 

27. Marcelino da Cruz 

Aileu Vila UNTL Animal Science 3 Renewed 

Mendonça 

28. Natalino L. de C. M. Pereira Aileu Vila Gajayana Indonesia Master of Ec Mgt 2 Renewed 

29. Pedro Audilio Mendonça Aileu Vila Gaja Mada Indonesia Information 

1 New 

Technology 

30. Paulina das Neves Lequidoe UNTL Biology 2 Renewed 

31. Paulo Pereira da Costa Aileu Vila UNTL Tourism 2 Renewed 

32. Ricardo de Sousa Paulo Remexio DIT Petroleum 

4 Renewed 

Management 

33. Sonia da Costa Aileu Vila UNTL Chemistry 2 Renewed 

34. Salvador Mendonça Lequidoe UNTL Biology 2 Renewed 

35. Tecla da Cruz Sousa Aileu Vila Uni Proc 45 

Petroleum Science 4 Renewed 

Jogjakarta 

36. Zaido Xavier Pereira Aileu DIT Architecture 3 Renewed 

21


14 MAY 2012 


REPORT NO: 

REPORT TITLE: 

SOURCE: 

DIVISION: 

FILE NO: 

POLICY: 


CW311 

Playspace Planning Framework and Reference Guide 

Nicole Wilson, Sport and Recreation Planning Officer 


HCC11/498 

Community Wellbeing 

Arts, Leisure and Recreation 


1.1 The Hume Playspace Planning Framework and Reference Guide (Framework and 

Reference Guide) (Attachment 1) has now been finalised following a four week period 

of public exhibition. The Framework and Reference Guide is now presented to Council 

for adoption. 

1.2 The Framework and Reference Guide identifies a vision and principles to direct the 

future planning and provision of playspaces across Hume City to meet community 

needs now and into the future. 

1.3 The Framework and Reference Guide contains an Action Plan for the improvement and 

provision of play in a range of settings throughout the municipality. 


That Council adopt the Hume Playspace Planning Framework and Reference Guide. 


3.1 Funding of $30,000 has been referred to the 2012/13 budget for the development of 

the Playspace Service including a detailed operational/service review of all playspaces 

across the open space network. 

3.2 The adoption of the Planning Framework and Reference Guide directs Council’s 

prioritisation for the future development of new and redevelopment of existing Council 

managed playspaces. 

3.3 The value of play assets in Hume is in the order of $14 million. 



14 MAY 2012 



3.4 Council has allocated $290,000 in the 2011/12 financial year, an allocation of $305,000 

is proposed in 2012/13 and $310,000 proposed in 2013/14 for new and upgraded 

playspace infrastructure. 


4.1 The provision of recreation services is a function specified in accordance with the Local 

Government Act 1989. 

4.2 Play in Early Years and community centres is governed by the Children’s Services Act 

1996, Children’s Service Regulations 2009 and the Child Wellbeing and Safety Act 

2005. 


5.1 A four week public exhibition phase was included in the development of the Planning 

Framework and Reference Guide. It consisted of: 

5.1.1 Advertising in local newspapers and posters in Early Years facilities. 

5.1.2 Documents available for download from the Council website and for viewing at 

all Council Customer Service Centres, Libraries and Leisure Centres. 

5.1.3 Promotion through the Hume Early Years Partnership, to neighbourhood 

houses and developers. 

5.2 The public exhibition of the Planning Framework and Reference Guide received two 

submissions from Play Australia and developers Stockland. 

5.2.1 Both submissions were supportive of the Planning Framework and Reference 

Guide. 

5.2.2 Issues raised through the public exhibition process have been considered and 

where appropriate amendments made to the final Planning Framework and 

Reference Guide. These included: linkages to relevant reference material and 

consolidation of two documents into one. 


6.1 The Planning Framework and Reference Guide has been prepared to guide the future 

planning and provision of playspaces in Hume City in public open space, early years 

services and community centres. 

6.2 Play is significant for health and physical activity, for social interaction, and of access to 

the outdoors and natural environments. It influences children’s physical, neural, social 

and sensory development, in addition to the obvious benefits of movement, exercise 

and fun. 



14 MAY 2012 



6.3 Council plays a key role in the wellbeing of its population as the major provider of 

parks, play and recreation settings, and early years services and community centres. 

6.4 The Playspace vision and principles apply to playspaces in both established 

communities and growth areas. 

6.4.1 The vision for play in Hume 

(a) Hume City will have a diverse and sustainable range of quality 

playspaces which will contribute to the physical, social and emotional 

development of children. Playspaces will reflect local character and 

natural heritage, enhance open space and community facilities and 

respond to community need. 

6.4.2 There are eight principles that have been identified to achieve the vision for 

play in Hume City. These are: 

(a) 

(b) 

(c) 

(d) 

(e) 

(f) 

(g) 

(h) 

Child development 

Equity, diversity and distribution 

Appearance and quality 

Safety and risk taking 

Universal access 

Community participation 

Environmental sustainability 

Responsible management 

6.5 There is recognition of the key challenges faced by Council in providing play that is 

equitable, diverse and financially sustainable. 

6.5.1 Of the current 252 playspaces, 195 (77.4%) are over 10 years old. 

(a) 

The funding for replacement of ageing play assets and the provision of 

new playspaces will need further consideration in both the Playspace 

Service Plan and the Parks and Open Space Asset Management Plan. 

6.5.2 Playspace provision must be based on identified community need and be 

appropriate to the planning precinct to ensure equitable distribution and 

access for residents across Hume City. 

6.5.3 Playspace provision must also consider Council’s long term financial capacity 

to fund construction, maintenance and replacement at the end of its life. 

6.5.4 Playspaces in Hume are currently dominated by manufactured fixed play 

equipment. 

(a) 

Nature-based play opportunities are recognised as particularly important 

for children and their development. 



14 MAY 2012 



(b) 

The Action plan recommends that Council identify nature-based play 

elements in each neighbourhood planning precinct, and further 

investigate opportunities for the construction of regional nature-based 

playspaces. 

6.6 The Planning Framework and Reference Guide will inform the preparation of a detailed 

Playspace Service Plan. 

6.6.1 A detailed investigation will be undertaken, guiding the future provision and 

upgrade of individual playspaces, taking into account asset condition, location 

and local area needs. 

6.6.2 The Service Plan will inform the hierarchy of playspaces reflecting the 

playspace type, setting, and user catchment. 

6.6.3 The Service Plan will include a detailed review of all existing and proposed 

playspaces against the principles and design considerations contained within 

this Planning Framework and Reference Guide. This will ensure in the future 

planning and redevelopment of playspaces Council is able to maximise play 

opportunities and potential within the Hume community. 


7.1 The Hume Playspace Planning Framework and Reference Guide provide a vision, 

principles and design guidelines for the future provision of play. 

7.2 This report recommends that the Hume Playspace Planning Framework and Reference 

Guide be adopted. 


ATTACHMENT 1

Definitions 

Term 

Play 

Definition in this planning framework 

Play is the means by which children explore their environment, their 

world, their role and relationships. 

Play provision 

The term play provision is used in this document as a collective term 

that could mean play equipment, vegetation, ball courts, bike play 

areas and other elements designed or provided with play in mind. 

Provision for play is not restricted to fixed play equipment. 

Playspaces 

Playspaces offer a range of play opportunities and experiences. 

Playspaces and playgrounds are deliberately used interchangeably 

as these are the settings in which social /family play and recreation 

typically take place out of doors. 

Playspaces in Hume are currently dominated by fixed play 

equipment. 

Play equipment 

Used to describe fixed manufactured structures for play such as 

swings, climbing frames and slides. 

Play provision in 

Early Years 

Centres 

Playspaces in fenced, regulated and supervised settings such as in 

pre-schools, kindergartens and child care centres, providing for preschool 

aged children. 

Objectives, purpose, management, regulations and some safety 

standards are different from public playspaces. 

Open space 

All parks, gardens, reserves and other parcels of land accessible to 

the public, managed by Council or other public authorities, and used 

for passive, active, formal and/or informal recreation. 

Hume Playspace Planning Framework and Reference Guide - i

Contents 

Definitions ...................................................................................................... i 

Contents ........................................................................................................ ii 

1 Introduction ...................................................................................... 2 

1.1 Play in Hume ................................................................................................................... 2 

1.2 Planning for play ............................................................................................................... 2 

2 Background ...................................................................................... 4 

2.1 Why play is important ....................................................................................................... 4 

2.2 A changing Hume community ........................................................................................... 4 

2.3 Responding to key issues ................................................................................................. 5 

2.4 Planning context ............................................................................................................... 6 

2.5 Playspace Planning Framework and Reference Guide ..................................................... 6 

Part 1 – Planning Framework ....................................................................... 8 

3 Vision, principles and guidelines for play .................................... 10 

3.1 Vision ............................................................................................................................. 10 

3.2 Playspace principles ....................................................................................................... 10 

3.3 Playspace design guidelines .......................................................................................... 11 

3.4 Achieving the playspace vision ....................................................................................... 13 

4 Playspace planning considerations .............................................. 14 

4.1 Planning play in parks and early years settings .............................................................. 14 

4.2 Nature-based play .......................................................................................................... 16 

4.3 Planning for social inclusion and equality ....................................................................... 17 

4.4 Play for different age groups ........................................................................................... 17 

5 Playspace management ................................................................. 19 

5.1 Sustainable playspace provision ..................................................................................... 19 

5.2 Resourcing playspaces .................................................................................................. 20 

Part 2 – Reference Guide ............................................................................ 21 

6 Playspace design guidelines ......................................................... 22 

6.1 The location and distribution of playspaces in parks ....................................................... 23 

6.2 Nature-based play: connecting with nature ..................................................................... 24 

6.3 Planning a space for play ............................................................................................... 24 

6.4 Universal access ............................................................................................................ 25 

6.5 Access for all .................................................................................................................. 26 

Hume Playspace Planning Framework and Reference Guide - ii

6.6 Optimising use of playspaces ......................................................................................... 27 

6.7 Play has positive risks .................................................................................................... 28 

6.8 Playground surfaces ....................................................................................................... 29 

6.9 Fences and barriers ........................................................................................................ 29 

6.10 Shade structures ............................................................................................................ 30 

6.11 Artworks in play environments ........................................................................................ 30 

6.12 Playspaces and dogs ..................................................................................................... 30 

7 Characteristics of playspaces in parks and open spaces ........... 32 

8 Playspace design features for age cohorts .................................. 34 

8.1 Designing for the under threes........................................................................................ 34 

8.2 Play for children aged between 4 and 7 years ................................................................ 35 

8.3 Designing for 8 years to teenagers ................................................................................. 35 

9 Checklist of core play activities .................................................... 37 

9.1 Imaginative / creative / natural play elements ................................................................. 37 

9.2 Providing for physical / agility / movement ...................................................................... 37 

9.3 Spatial complexity........................................................................................................... 37 

9.4 Social ............................................................................................................................. 37 

9.5 Amenity and access ....................................................................................................... 38 

9.6 Play as informal sport ..................................................................................................... 38 

Part 3 – Action Plan .................................................................................... 39 

10 Action plan ...................................................................................... 40 

Appendix 1 - Reference documents .......................................................... 44 

Hume Playspace Planning Framework and Reference Guide - iii

The right to play is the child’s first claim on the community. 

Play is nature’s training for life. No community can infringe 

that right without doing enduring harm to the minds and 

bodies of its citizens. 

Former British Prime Minister David Lloyd George, 1926 

Hume Playspace Planning Framework and Reference Guide - 1

1 Introduction 

Play takes place in different environments - private backyards, at school, in an early years centre, at 

the park, and even in the local street. Access to diverse play settings provides a range of play 

opportunities and experiences. A child’s ability to access a range of playspaces has a direct link to 

their happiness, wellbeing, development and ability to connect with others. 

Local government takes the leading role in responding to and providing for the play needs of 

children in their local community. 

Quality play experiences reinforce the importance of early childhood on building the foundations for 

positive outcomes throughout children’s lives. Providing healthy, nurturing, safe, stimulating play 

environments for children gives their brains and bodies the best possible environment to grow and 

develop. 

Children who engage in constructive play and experience positive relationships with their families 

and other children will develop the cognitive and social skills required to actively participate in the 

community and a sense of their ability to influence their world. 

Freely chosen play is critically important to all children as 

part of their everyday lives and within their own community. 

1.1 Play in Hume 

Across Hume, there are 252 playgrounds on Council owned and/or managed land. Council 

manages the construction (sometimes in partnership with other stakeholders), maintenance and 

repairs of 195 playgrounds in parks and open space and 43 playgrounds in early childhood venues 

(childcare, kindergartens/ preschools, and occasional care). 

A further 14 are located in community facilities such as neighbourhood houses and other centres 

used by playgroups. Playgrounds at these facilities are often funded and installed by community 

groups and organisations, often independent of Council input, and then handed over to Council for 

maintenance. Playgrounds across these different facilities have different roles, purposes and 

management arrangements. 

In addition, Council manages 76 informal recreation facilities in open space that also provide for 

play. These consist of activity walls (7), BMX tracks (4), publicly accessible tennis courts (7), skate 

parks (8), soccer goals (8) and basketball towers (42). Planning for play in Hume gives 

consideration to the complementary benefits of these secondary play facilities. 

Hume has traditionally funded the installation of modular play equipment and replaced existing 

equipment with like elements, based largely on asset condition and the relevant Australian 

Standards of the day. The planning of playspaces has generally not taken into account play 

provision across a local area or engaged the end user. 

1.2 Planning for play 

The purpose of this Playspace Planning Framework and Reference Guide is to provide Hume City 

with a clearly articulated vision, planning principles and design guidelines that will inform the future 

provision, upgrade and renewal of a diverse range of playspaces that respond to the 

developmental, social and wellbeing needs of our children. 


The Planning Framework and Reference Guide recommends the development of a Playspace 

Service Plan for open space. The detailed Service Plan will include an assessment of existing and 

proposed playspaces and gaps in provision across all communities, and a prioritised action plan 

guiding future project priorities. 

The Playspace Planning Framework and Reference Guide, and detailed Playspace Service Plan 

will support Hume’s ongoing delivery of a diverse range of play opportunities in a range of settings 

to meet the prioritised needs of the community now and into the future. 


2 Background 

2.1 Why play is important 

Play is fun! 

Play is the means by which children develop skills they will need in adulthood. It is important for its 

own sake, for the wellbeing of every individual, and for society. 

A rich play environment: 

Is a varied and interesting physical environment that maximises the potential 

for socialising, creativity, resourcefulness and challenge. 

A place where children feel free to play in their own way, on their own terms. 1 

There are many vital ways that physical play activities influence physical, neural, social and sensory 

development in addition to the obvious benefits of movement, exercise and fitness. 

Play is the way children learn to socialise and to get on with others. It has a critical role in the 

development of creativity and imagination, in emotional, social and cognitive development, on the 

ability of children to learn to take risks, negotiate with others, to ‘take turns’, and ultimately become 

independent adults. 

Spatial and physical movement through play is vital for development of muscle groups as well as for 

kinaesthetic and sensory integration; moving the body in space, over, under and through, rolling, 

the application of pressure, and perception of height and depth are all critical to a child’s complete 

development and the integration of all the senses. 

Activities such as spinning, rocking and swinging are important for the development of balance, 

vision and hearing. All of these activities occur through play if the right opportunities are available to 

children. 

2.2 A changing Hume community 

Hume City is one of the fastest growing communities in Victoria. The population is forecast to grow 

from 175,000 in 2011 to over 314,000 by 2036, and the number of households will increase from 

57,181 in 2011 to 106,727 over the in the same period. 2 A substantial proportion of this growth will 

occur in Sunbury, Greenvale and Craigieburn. Established suburbs will also experience greater 

demand on open space and community facilities with an expected increase in residential infill 

development. 

Play is important for a large proportion of the Hume population. The municipality has a relatively 

young age profile with 29% aged 18 years or under compared to 24% for Melbourne in the 2006 

census. 

Housing in new urban developments are typically large and/or multi-level dwellings on smaller 

allotments resulting in reduced areas of private open space. Similarly, single lot subdivisions in 

established areas are resulting in smaller backyards. 

1 Play Wales www.playwales.org.uk/ 

2 Forecast.id, 2011 


With changing housing density comes an increased emphasis on the provision of adequate public 

facilities so that children can enjoy safe, adventurous, creative, enjoyable and stimulating play 

experiences. 

This might require: 

 

 

 

 

identifying land to acquire in the future for parks and playspaces 

more detailed design for play in existing parks 

programming, mobile play services or other supervised options 

sharing space with schools, churches or other institutions. 

The projected housing densities, demographic and socio economic status of local areas will be 

taken into account in determining the future provision of playspaces through the preparation of the 

Playspace Service Plan. 

2.3 Responding to key issues 

Council faces many challenges in meeting the play needs of the Hume community. Planning for 

play across Hume will consider: 

 

 

 

 

 

 

 

 

 

providing quality play experiences that engage children of all abilities and for those who 

might accompany them 

providing for both established and new residential areas 

providing quality outdoor play settings in children’s centres 

responding to changing community needs and demographics 

involving children and carers in the planning and design of playspaces 

managing risk 

providing environments that also meet the needs of carers 

promoting play opportunities to the broader community 

sufficient budget for the ongoing maintenance and replacement of play facilities. 


2.4 Planning context 

The Playspace Planning Framework and Reference Guide is informed by a number of Council 

plans and strategies. A detailed list of documents appears in Appendix 1. 

Diagram 1 - Hume City Council playspace planning context 

Hume City Plan 2030 

The long term vision for Hume, developed by the community. 

Hume Council Plan 

The short term objectives, strategies and actions to be undertaken to help achieve the vision. 

This plan is updated annually. 

Municipal Strategic Statement 

Details the key strategic planning, land use, transport 

and development objectives and strategies to achieve 

the vision for Hume. 

Municipal Public Health and Wellbeing 

Plan 

Identifies activities to improve the health and wellbeing 

of our community and respond to prioritised need. 

Social Justice Charter 

The Charter promotes a fair and just society through Council’s commitment to strive for social justice and to 

address the social, cultural, economic and other factors that impact on the aspirations of its citizens. 

Open Space Strategy 

2010-2015 

Leisure Strategy Plan 

2006-2010 

(under review) 

Hume City Family and 

Children’s Plan 2008-2013 

Playspace Planning Framework and 

Reference Guide 

Delivering improved service outcomes through implementation of the Playspace Planning 

Framework will contribute to Hume City being recognised as the ideal location for healthy living, 

lifelong learning, employment, recreation, enjoyment and prosperity. 3 

2.5 Playspace Planning Framework and Reference Guide 

The Playspace Planning Framework and Reference Guide informs the ongoing planning and review 

of playspaces across Hume City to ensure provision is sustainable, equitable and responds to 

prioritised community need. 

This Planning Framework and Reference Guide incorporates playspaces in parks and open space 

available to the whole community, and outdoor playspaces in Council owned and/or managed early 

years and community centres. 

3 Hume City Plan 2030 


The Planning Framework and Reference Guide provides: 

a vision, planning principles and design guidelines for play in Hume (section 3), 

 

 

considerations for planning playspaces in open space, and early years and community 

facilities (section 4), 

the sustainable management and resourcing of playspaces (section 5), and 

a detailed discussion on the planning context and design guidelines (sections 6 - 9) 

action plan (section 10) 

The Planning Framework and Reference Guide will inform the future development of a Playspace 

Service Plan in open space. This Plan will examine playspace provision precinct-by-precinct and inform 

a prioritised action plan. 

Diagram 2 - Playspace planning structure 

NOW 

Informed by 

Council plans 

and strategies 

Playspace Planning Framework and Reference Guide 

- Vision 

- Principles 

- Design guidelines 

- Planning considerations 

- Playspace management 

- Action plan 

NEXT 

Playspace Service Plan 

- Analysis of playspaces by local planning precinct 

- Demographic analysis 

- Identified community need 

- Detailed action plan by precinct 

Will inform and be 

informed by: 

- Prioritised capital 

works program 

- Service levels 

- Long term financial 

planning 

- Parks & Open Space 


Plan 

The Playspace Planning Framework and Reference Guide assists Council in the sustainable 

planning, design, development and management of playspaces that responds to prioritised 

community need. 


Part 1 – Planning Framework 


Every child has the right to rest and leisure, to 

engage in play and recreational activities appropriate 

to the age of the child and to participate freely in 

cultural life and the arts. 

UN Convention on the Rights of the Child, Article 31 


3 Vision, principles and guidelines for play 

3.1 Vision 

Hume City Council is committed to building an active and healthy community and making a 

significant contribution to community wellbeing which is reflected in our vision for play: 

Hume City will have a diverse and sustainable range of quality 

playspaces which will contribute to the physical, social and 

emotional development of children. Playspaces will reflect local 

character and natural heritage, enhance open space and 

community facilities and respond to community needs. 

The vision for play in Hume has been informed by Hume City Council’s Open Space Strategy 2010- 

2015, Leisure Strategy Plan 2006-2010 and Family and Children’s Plan 2008-2013. 

Table 1 - Guiding Council strategies 

Council Strategy 

Open Space Strategy 

2010-2015 

Leisure Strategy Plan 

2006-2010 

Family and Children’s 

Plan 2008-2013 

Vision 

A diverse range of open spaces which satisfy the needs of 

people of all ages, cultural backgrounds and abilities 

Open spaces that reflect Hume’s natural character and cultural 

heritage 

Ideal location for healthy living, recreation and enjoyment with 

residents of all ages, cultures and abilities benefiting from 

access to a complete range of responsive and accessible 

recreation services 

Facilitating the provision of a diverse range of play experiences 

which provide children with the opportunities they need to reach 

their full potential, that are easily accessible and provide choice 

3.2 Playspace principles 

To achieve a high standard in play, the following principles will be used to guide the planning and 

management of new and existing playspaces in Hume. 


Equity, diversity and 

distribution 

Foster the creative, imaginative, social and physical 

development of children. 

Provide opportunities to engage children of all ages. 

Encourage participation of carers in play with children. 

Where possible provide choice and access to a diverse range 

of play environments and opportunities. 

Locate fairly and equitably across Hume City. 

Meet the play needs of children of all ages and abilities. 


Appearance and quality 

Safety and risk taking 


Community participation 

Environmental 

sustainability 

Responsible management 

High quality playspaces that are attractive, stimulating, 

challenging and welcoming. 

Encourage appropriate use, foster community pride and 

ownership and impart a sense of place. 

Contribute to the livability of Hume City. 

Designed for general safety and wellbeing of users. 

Include natural surveillance, safe movement, the responsibility 

of carers and injury prevention. 

Positive risk taking allows children to deal with challenges, 

make mistakes and learn from them. 

People of all ages, abilities and cultural backgrounds have an 

interest in play and have the right to access choice in play 

provision. 

Physically accessible and socially inclusive playspaces to 

optimise access for children and their carers. 

Safe and convenient access to playspaces within residential 

areas. 

Embrace the diversity of the Hume community and engage 

widely during planning for play. 

Encourage participation in planning and design by the local 

community and/or early years service users. 

Design and level of provision appropriate to: 

- classification of park and its catchment, or 

- service provided from early years facility or community 

centre 

Consider and incorporate, where possible, the natural and 

cultural heritage, conservation values and the inherent 

features of the land itself. 

Playspaces will be designed for ongoing sustainability, utilising 

materials that are durable, and where obtained from and/or 

renewable sustainable sources. 

Designed, managed and maintained with the resources 

available. 

Development, upgrade or renewal of playspaces is subject to 

Council budget, consideration of relevant Australian standards 

and product lifespan recommendations. 

3.3 Playspace design guidelines 

Playspace Design Guidelines have been developed to inform the future provision and upgrade to 

existing playspaces to achieve the Playspace vision and principles. The Design Guidelines will 

assist Council, developers, community and early years facility operators and users in the planning 

of specific playspaces to deliver appropriate and accessible facilities that responds to community 

needs within available resources for both construction and ongoing maintenance. 

The Guidelines will also inform the review of the Hume Guidelines for the Planning, Design and 

Construction of Open Space 2003- Playspace Design Checklist. The Playspace Design Checklist 

guides the nature and scope of the playspace, how it relates to surrounding playspace opportunities 

(hierarchy and distribution) and resource implications (capital and maintenance costs). 


Design guidelines 

 

 

 

 

 

 

 

 

 

 

 

 

The location and distribution of playspaces in parks 

Nature-based play - connecting with nature 

Planning a space for play 


Access for all 

Optimising use of playspaces 

Play has positive risks 

Playground surfaces 

Fences and barriers 

Shade structures 

Artworks in play environments 

Playspaces and dogs 

A more detailed discussion on the each of the Design Guidelines appears in Section 6. 


3.4 Achieving the playspace vision 

The relationship between the principles and design guidelines is demonstrated below. 

Designing playspaces in accordance with the principles and design guidelines will support Council 

in achieving the vision for playspaces. 

Table 2 – Playspace planning matrix 

Playspace principles 

Playspace design guidelines 


Equity, diversity and 

distribution 

Appearance and 

quality 

Safety and risk 

taking 


Community 

participation 

Environmental 

sustainability 

Responsible 

management 

Location and distribution of playspaces in parks 

Nature-based play – connecting with nature 

Planning a space for play 


Access for all 

Optimising use of playspaces 

Play has positive risks 

Playground surfaces 

Fences and barriers 

Shade structures 

Artworks in play environments 

Playspaces and dogs 


4 Playspace planning considerations 

This section discusses the broader playspace planning considerations which will inform Council’s 

provision of playspaces across the municipality, including the provision of new playspaces (often in 

partnership with developers) and the renewal or upgrading of existing playspaces to respond to 

community need. 

4.1 Planning play in parks and early years settings 

The planning of playspaces in open space will vary from those in contained community facilities 

where playspaces support other primary services or functions such as playgroups or childcare. 

4.1.1 Planning for play in parks 

Outdoor play in parks and open spaces has many health, social, and developmental benefits. Welldesigned, 

managed and maintained parks provide accessible, high quality spaces that meet the 

recreation and social needs of the entire community. 

The sustainable and equitable provision of playspaces will reflect the open space planning 

principles giving consideration to the catchment (i.e. how far people can or will travel), the size and 

nature of the space, cultural heritage, natural qualities, the park’s role or function and the range of 

attractions available. 

These characteristics help determine the appropriate level/style of development given the park’s 

location, the degree of accessibility that is required, the context and duration of likely visits and the 

types of amenities required to support visitors such as the need for car parking, toilets, and the 

capacity of the immediate neighbourhood to absorb visitors. 

The characteristics of playspaces in parks builds on the open space hierarchy or classification 

developed in the Open Space Strategy 2010-2015 and enables Council to adopt a systematic, 

equitable and sustainable approach to playspace provision. 

Table 3 – Characteristics of playspaces in parks 

Hierarchy 

Characteristics 

Neighbourhood Visits are likely to be of short duration. 

 

 

 

 

 

 

Level of development will vary depending on number 

and location within catchment. The fewer 

playspaces, the higher the quality / amenity required. 

The planning precinct rather than each playspace 

caters for all ages. 

Each planning precinct will provide for a child or 

adult with a disability 

An integrated path system is expected in most parks. 

A range of play opportunities will be provided in each 

local precinct. 

Playspaces across a planning precinct will be viewed 

as a package, between them providing a diverse 

range of play settings, activities, materials, and 

products differing from others within the same 

catchment. 


Inspections and maintenance determined by usage 

levels. 

Sub-district and District Visits either short duration or longer duration 

connected to sporting facilities. 

 

 

 

 

 

 

Playspace development will depend upon the role 

and function of the park. 

Sub district and District playspaces need to provide 

activities for a range of age groups. Intensively used 

parks will cater for more age groups. 

An accessible path system to all social spaces and 

the playspace is expected. A choice of accessible 

/inclusive play opportunities must be provided. Parks 

with a high level of dependence require higher levels 

of accessibility. 

Designs must provide good value for play with openended 

elements for imaginative and social play, and 

loose materials from the environment to complement 

built playground structures, physical activities, bike 

play, hard courts and grassed ball play areas. 

District and sub district parks and playspaces need 

to complement all other playspaces within the same 

catchment. 

Inspections and maintenance determined by usage 

levels. 

Regional Visits are likely to be of long enough duration for 

toilets to be required. 

 

 

 

 

 

 

Design of the whole site requires more attention to 

amenity and function guiding elements including 

accessibility, site levels, materials, edging, surfacing, 

paths, garden beds, shade and seating. 

Play areas need to cater for all age groups. 

An accessible path system to all social spaces and 

the playspace is expected. A good choice of 

accessible and inclusive play opportunities must be 

provided. Access to height and natural areas for 

people with a disability is expected. 

Playspaces need to provide a good range of 

physical, creative and imaginative play settings for 

children of all ages and their families. Some custom 

design of elements will be expected to create a 

distinctive space. 

Playspaces need to complement others of the same 

classification across the municipality. District and 

Regional parks within the same catchments are 

different from one another. 

Inspections and maintenance may vary seasonally 

and reflect specialist spaces. 


The location, provision and distribution of playspaces serving the different catchments will be 

considered in the development the Playspace Service Plan. 

The preparation of the Service Plan will be informed by detailed assessment and analysis of 

playspaces across each neighbourhood planning precinct, usually formed by physical barriers such 

as busy roads, railway lines or water bodies. 

4.1.2 Planning play in early years and community facilities 

Playspaces in early years and community facilities will reflect and complement the primary services 

delivered from that venue. 

The design, quality, type, scale and maintenance of a playspace in an early years facility must 

respond to the age and needs of its service users, the size of the service provided (i.e. the number 

of children provided for at any one time), and the frequency and duration the service is accessed. 

The playspace must also comply with relevant Acts and Legislation specific to children’s services. 

Early years services 

Council is a key provider of Early Childhood Education and Care services within Hume City. 

Playspaces in early years centres create an inviting and child-orientated environment that fosters 

children’s learning through their play experiences. The focus of play provision must encourage 

children to make choices, discover, create, explore and have fun within the playspace. 

Outdoor learning spaces are a feature of Australian learning environments. They offer a vast array 

of possibilities not available indoors. Designing playspaces in early years centres will work towards 

playspaces being developed with flexibility to provide a range of natural elements that can be 

adapted to respond to the unique needs of individual children and groups. This may also include the 

use of static and movable play equipment such as A-frames, planks, stages or performance areas, 

decking, planters, garden beds, water tanks, water features and habitats to build on the natural 

environment within the playspaces. 

Neighbourhood houses and community centres 

Community based service providers operating from Council facilities and neighbourhood houses 

often provide occasional care and venues for playgroups. 

The development of playspaces in these venues is often initially funded by the community 

organisation and then handed over to Council for maintenance and renewal. There have been 

differing standards and procedures between Council and organisations in relation to play provision. 

Reference to the principles of the Playspace Planning Framework and Reference Guide will be 

included in new leases and agreements. 

4.2 Nature-based play 

Nature-based play is an increasingly important component in playspace provision, following many 

studies supporting the benefits of children spending time outdoors playing and being able to 

manipulate their environment. 

Playspaces in natural environments include plants, trees, edible gardens, sand, rocks, mud, water 

and other elements from nature. These spaces invite open-ended interactions, spontaneity, risktaking, 

exploration, discovery and connection with nature. They foster an appreciation of the natural 

environment, develop environmental awareness and provide a platform for ongoing environmental 

education. 6 

Constantly changing natural environments provide complex variations of texture, sound, light, smell, 

colour and temperature that challenge children to approach each interaction with the natural 

6 Belonging, Being and Becoming - The Early Years Learning Framework for Australia 


environment in new ways. Loose materials such as leaves, twigs, and gumnuts can be used in a 

variety of ways. There is potential for a new discovery with each visit to the playspace. 7 

Children who experience high levels of contact with nature are reported to have higher levels of 

self‐worth and higher cognitive function. 8 

4.3 Planning for social inclusion and equality 

Some areas of Hume are likely to have a greater need for public play provision than others. These 

areas will be treated as a higher priority and include: 

 

 

 

areas of higher density housing where there are fewer private/back yard opportunities for 

outdoor play; 

areas with concentrations of people with lower income and socio economic disadvantage 

who may have fewer opportunities and choices in travelling to parks further away. The 

SEIFA 9 index provides a good indication; 

areas where there are larger numbers of children. 

A park’s proximity to a child’s home and that child’s ability to walk independently to the park at an 

appropriate age is an important measure of access, social inclusion, and the liveability of a 

community. 

A child’s physical and neurological ability affects independence, access and participation in play, 

and the speed at which they can move around and play with a group. 

4.4 Play for different age groups 

Children and young people have different play needs at different ages which influence the design 

and layout of the playspaces, and play equipment or experiences provided. 

Hume’s Playspace Service Plan will be developed guiding playspace provision for three age cohorts 

of 0-3 years, 4-7 years and 8+ years. 

Suitability of play for different age groups is generally determined by: 

 

the type of play which is offered by the item 

whether the space or the item is large enough for multiple users or the size of individuals - 

such as swing seats large enough to hold an older child or adult, or small cubbies suitable 

for under threes 

 

 

 

 

 

 

the overall height and scale of climbing or sliding equipment 

the degree of challenge offered by different activities and types of movement - for example 

the speed of spinning items; a fast flying fox; a very high climb 

the amount of protection available while climbing, such as hand supports, foot supports, 

angle of incline and degree of enclosure 

the amount of strength required to hang on - while suspended by the arms, from a spinning 

item, while climbing, or when other children are shaking an item 

the degree of co-ordination required to use a particular item - a slide pole actually requires 

co-ordination and arm strength, swinging independently requires coordination 

the degree of social co-operation required to operate something - running and spinning a 

carousel 

7 The Good Playspace Guide: “I can play too” 

8 Beyond Blue to Green: The benefits of contact with nature for mental health and well-being 

9 SEIFA – Socio Economic Indexes for Areas. Australian Bureau of Statistics 


the scale of the space and suitability for the activity - such as a cubby for very small children 

who like small-scaled, intimate spaces. 

A detailed table on types of playspaces and activities for each age cohort appears in section 8. 


5 Playspace management 

Council, as the playspace operator, has responsibilities in accordance with Australian Standards for 

safety. Safety, however is only one criteria influencing playspace development and management. 

Council also has strategic objectives and policies for children and young people, and for community 

development and the environment. Effective playspace management needs to maintain a balanced 

approach across all of these responsibilities. 

Playspaces need to be: 

 

 

 

 

Planned and developed using the principles and design guidelines of this Planning 

Framework and Reference Guide. 

Sustainably resourced for: 

- new and upgraded playspaces, 

- renewal of existing playspaces, 

- changes in service levels as service needs change, and 

- maintenance to comply with intensity and type of use and Australian Standards 

Monitored to ensure they continue to meet the needs of users. 

Promoted to ensure that the community can find relevant information about play. 

All playgrounds undergo an annual compliance audit, condition assessment and regular 

maintenance inspections to inform the prioritised capital works program. 

Developing the Playspace Service Plan will further guide priorities based on defined service levels 

and community needs by precinct. A community needs approach to playspace planning will assist 

Council in allocating resources to the highest priority. 

5.1 Sustainable playspace provision 

The function and use of playspaces will vary over time. Equipment needs to be replaced for reasons 

including age of equipment, wear and tear, vandalism, need to improve play value, compliance with 

industry standards and legislation. Play equipment in a park can be rated high for all safety and 

compliance and be maintained in good condition yet may be under-utilised or not meet the current 

requirements of local users. 

Playspaces also need to be reviewed in response to changing demographics or land uses in a 

neighbourhood. 

5.1.1 Playspaces as a community asset 

The current asset value of playspace in Hume is estimated at $14,000,000 for the replacement of 

play equipment, sports goals, basketball towers, activity walls and public tennis courts. Costs 

associated with consultation, design, site preparation, the removal of old equipment, project 

management, associated landscaping and other park infrastructure such as paths and seating is in 

addition to this. 

Play equipment life cycle is based on the manufacturer’s recommendations. A general view is that 

timber equipment has an expected life span of 10-15 years and steel equipment has an expected 

life span of 15-20 years. Attempts at introducing play refurbishments such as replacing worn panels 

and sections to extend service life have not shown any significant cost savings and only complicate 

tracking of service life and renewal programming. 


Of the current 252 playspaces, 195 (or 77.4%) are over ten years old. The funding for replacement 

of these ageing assets will need consideration in both the Playspace Service Plan and Parks and 

Open Space Asset Management Plan. 

5.2 Resourcing playspaces 

Playspace provision must be based upon Council's long-term financial capacity to fund 

construction, maintenance, and replace it at the end of its life. 

There are two aspects to the funding of playgrounds: 

 

 

Operational costs: allocations are made each year in the operating budget to meet 

costs associated with maintaining playspace to minimum service standards. 

Capital costs: allocations are made for the renewal, replacement and upgrade of 

playgrounds, and the development of new playspaces, subject to the annual Capital 

Works budget. 

Funding the provision and maintenance of playspaces across open space and community 

facilities will require review following the development of detailed action plans. 

5.2.1 Operational management of playspaces 

The Hume Playground Management System (HPMS) is a database tool developed by Council for 

the management and maintenance of play equipment. This web-based GIS system supports 

accurate record keeping by Council. 

The system has capacity to be further developed as a comprehensive play asset management 

database with further investment. 

Council has responsibility under the Australian Standards to ensure that all playgrounds and 

structures are safe and usable. 

Operating procedures exist to deal with specific issues such as graffiti and vandalism, inspections, 

record keeping, repairs and maintenance and injury reports are reviewed and updated on a regular 

basis. 

5.2.2 Other providers 

Where parties other than Council are developing playspaces on Council owned or managed land, 

the design must be approved by Council. This applies to both developers responsible for 

constructing playspaces in new communities and the tenants of community and early years facilities 

whose responsibility it is to construct, upgrade and/or replace playspaces depending on Council’s 

tenancy agreement. 

5.2.3 Playground compliance and risk management 

A series of Australian Standards, detailed in Appendix 1, provide the basic rules for playground 

safety compliance. 

On construction, playgrounds must comply with the Australian Standards for functional design, 

layout, construction and maintenance. 

Where Standards have changed, a program needs to be developed to prioritise compliance works. 

Council will assess individual risk and determine appropriate levels of exposure where play 

equipment is non-compliant. 

Council is committed to providing safe playspaces for use by the community and manages the 

general risk associated with this provision in accordance with various Australian Standards. 


Part 2 – Reference Guide 


6 

Every citizen of Hume City is free and equal in dignity and 

in rights and is entitled to aspire to the quality of life that 

allows them to freely realise that potential. 

Excerpt from Hume City Citizens’ Bill of Rights 


6 Playspace design guidelines 

Clearly defining playspace design qualities assists Council, developers and users in the planning of 

specific playspaces to deliver appropriate and accessible facilities that reflect needs with available 

resources for both construction and ongoing maintenance. 

Designing playspaces in accordance with the design guidelines will support Council achieve the 

playspace Vision and Principles. 

6.1 The location and distribution of playspaces in parks 

The location of playspaces across the park network has a direct bearing on whether and how they 

will be used. Usage patterns are affected by: 

 

 

the spatial relationships between parks and dwellings, roads, shops, schools and other land 

uses, and 

the links that connect playspaces to residential environments. 

In some instances, community access to playspaces in public schools may be required to 

complement playspaces in parks in areas where there are limited opportunities for additional open 

space and play provision. 

A network of parks within walking distance from many homes, connected by safe paths and routes 

is desirable in accessing local playspaces. Children’s confidence and sense of responsibility grows 

with moving independently and safely around their neighbourhood on foot, bike or wheeled toys. A 

range of transport options to access playspaces is desirable, including ‘active transport’ 

(walking/cycling). 

Planning the provision and distribution of playspaces in parks will take into account: 

 

 

 

 

 

 

the urban context 

local geography, terrain and street layout 

the accessibility from homes within precincts 

the range of options for play and recreation available across the precinct, and 

the presence of barriers to movement 

the demographic patterns within the local community. 

6.1.1 Co-locating playspaces with other community facilities 

Planning the co-location of playspace with other land uses helps optimise use. 

Parks near shops, schools, early childhood centres, swimming pools and other features or purpose 

built facilities will develop different usage patterns from those located on their own, and can provide 

benefits for both facilities. 

Where children and also their carers gather before or after school or pre-school, sites could be 

designed to foster social interaction and quality activities including social/imaginative play for the 

target age group. Opportunities to meet are important for community strengthening and building 

social networks. 


6.2 Nature-based play: connecting with nature 

Play in nature is particularly important for children. There is now a very large body of research 

linking human wellbeing with access to nature and to natural elements. 10 

Children need spaces for: 

 

 

 

 

 

 

 

 

 

Challenging activities such as balancing, climbing high, tunnelling, jumping, swinging from 

arms and by legs; 

sensory play opportunities that include sand, mud, water, pebbles, stones, sawdust; 

hiding away, making cubbies and campsites, having picnics; 

meandering up a shady path, stopping off to pick flowers or watch a snail; 

sitting with a friend to talk or play with dinosaurs or butterflies; 

meeting as a group to sing songs, listen to stories or play games; 

imaginative play environments with small dolls, teddies, jungle animals, blocks etc.; 

pretend work such as washing clothes or building tunnels as well as real work such as 

gardening, sweeping and raking; and 

running, ball games, chasing bubbles, pushing and pulling, rolling and spinning and riding 

wheel logs. 11 

Children’s lives tend to be more time-managed and are increasingly sedentary and their access to 

the outdoors is curtailed by many factors evident in modern urban living. The needs of children 

often directly conflict with trends in modern playspace provision. Most places accessible by children 

for play are now highly designed and equipment-based environments. It is challenging for local 

governments to offer designed and heavily managed spaces for play that truly meet the needs of 

children who need access to, loose materials, rich and diverse open-ended settings, places they 

can engage with and manipulate and environments where children can learn to take calculated 

risks. 

Because of the significance of play, of health and physical activity, of social interaction, and of 

access to the outdoors and natural environments, Council plays a key role in the wellbeing of its 

population as a key provider of parks, play and recreation settings. 

The amount of public open space per head of population in Hume will reduce with ongoing urban 

expansion, and increased residential infill development. This will place a greater demand on the 

quality and diversity of recreation opportunities and access to the natural environment. 

6.3 Planning a space for play 

The design of playspaces will consider the play relationships or synergy between the physical 

elements in the space. The connections between elements within a playspace may have a major 

bearing on how well they will be used for play. 

The location of elements in reasonable proximity to each other will assist carers supervise children, 

support the appropriate mixing of different age groups and help minimise maintenance costs such 

as provision of extra soft fall. 

Play elements providing similar activities for a particular age will be grouped together. 

The play on some equipment can be extended by locating it close to simple objects which children 

can incorporate into their games. Items such as an interesting tree, large boulder, tree stump or 

some stepping stones. These items will need to be located outside fall zones but will often extend 

the play value of the space. Openings like cubby doorways, shop ‘counters’ or tunnel openings 

10 Beyond Blue To Green: The Benefits Of Contact With Nature For Mental Health And Well-Being www.beyondblue.org.au 

11 

Play Australia 


need to face these objects directly. Certain types of play elements (cubbies, sand and vegetation) 

relate well to one another. 

6.3.1 Planning the whole park 

Parks should be designed to provide accessible, high quality spaces that the meet the recreation 

and social needs of the entire community. Developing a playspace must also give consideration to 

the quality and presentation of the surrounding parkland including vegetation, grass cover and 

infrastructure such as seating, shade, access paths, car parking and landscaping. At parks serving 

a larger catchment, toilets, BBQ areas and other recreation facilities such as sportsgrounds and 

skate parks may also be considered. 

Play equipment will be located where it also allows useful space for other activities in the park, such 

as ball games, seating areas, picnicking etc. Locating elevated play equipment close to houses will 

be avoided to reduce overlooking of private yards and where noise may affect residents. Noisy 

forms of play equipment in neighbourhood parks will be avoided. 

Considering the whole park ensures playspaces are more easily accessible, complements other 

recreation nodes within the open space, encourages a mix of uses, and facilitates interactions 

between park visitors. 

 

 

 

 

 

 

 

Playspaces will be located on prominent sites so that views into and across the park can be 

generally maintained. 

Parks should generally address the fronts of houses. 

A playspace should be easily seen by passers-by, and have good informal surveillance to 

maximise usage. 

Playspaces which are intended specifically for older children and teenagers will need to be 

on prominent sites; informal surveillance provides for the security of this age group as well 

as helping reduce vandalism and graffiti. 

A prominent space allows teenagers to see and be seen. 

The location of district and regional playspaces close to public transport is necessary. 

Location of noisy activities on a more public ‘edge’ will reduce opportunities for complaints 

and help manage local area amenity. 

The Open Space Strategy acknowledges the need to increase the investment in the quality and 

presentation of the open space network. 

6.4 Universal access 

People of all ages, abilities and cultural backgrounds have an interest in play and have the right to 

access choice in play provision. 

Hume City Council will apply universal design principles to optimise use of playspaces by all ages 

and abilities where possible. The design and location of playspaces will reflect the open space 

hierarchy or early years service provided and will take into consideration: 

 

 

 

 

 

Car parking – parking and the safe unloading and easy access for children and parents and 

carers, and those with prams and other mobility aids. 

Safe crossings – safe crossing points are required along busy roads to provide access. 

Public transport – where possible early years and community facilities providing for play, and 

district and regional playspaces in parks will be located near to public transport. 

Shared paths – paths will be provided in all parks to provide safe and easy access. 

Park furniture – furniture will be accessible to provide for people of all abilities. This 

influences the design of basic structures and location of shade / shelter. 


6.5 Access for all 

Whilst it is not possible to make every playspace physically accessible to all, a high priority must be 

given to social inclusion wherever possible to ensure that a child with a disability can play socially in 

a space with others. 

Social spaces such as seating areas, cubbies, shelters and other gathering spaces need to be 

designed to be wheelchair accessible and with furniture that allows a person in a wheelchair to sit 

with others. Sometimes children want to sit or lie somewhere without their mobility aid and they 

might need someone to help them transfer. Designs also need to accommodate a carer to help the 

child. 

The following elements will make many playspaces more accessible and more interesting to 

children. Not all elements will feature in each space, but will need to be considered when planning 

for play across the municipality to ensure diversity of opportunity. 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Provide seamless path access to the playspace, eliminate stepped level changes and raised 

borders wherever possible and provide a path system with barrier-free surfaces. 

Provide turning spaces large enough for wheelchair use - especially relevant within cubbies 

or on decks. 

Incorporate surfaces that make wheeled-play interesting and fun. 

Provide synthetic impact absorbing surfaces in key areas allowing access across mulch to 

play structures. The whole space does not need to be synthetic rubber. It is important to 

provide a range of materials for play, safety and access. 

Provide wheelchair access to at least some play settings and in particular to the social or 

focal points of the playground where every child would want to play. Include cubbies and 

imaginative/role play areas. 

Design activities and surfaces in such a way that it is possible to allow a person in a 

wheelchair to face the activity and to get their knees underneath. 

Incorporate seats or perches immediately adjacent the playspace for carers to assist in the 

play. 

Some items such as ground level mazes, cubbies and imaginative play settings, boats and 

trains, and activity panels are the easiest to make accessible and these have the best 

potential for social inclusion. Whenever these are planned into a space, they should, as a 

matter of course, be designed to be accessible. 

If it is possible to include a large item that provides movement, such as a birds-nest swing, 

or a double rocker with back support, that many people with a disability can use (if they can 

be transferred) make sure this is on an accessible surface. 

Provide access to creative/sensory elements such as music and sand or interesting natural 

spaces. 

Eliminate barriers such as log borders, steps or stairs to any of these sections. 

Include ramps allowing wheelchair access to elevated areas where this is feasible and 

ensure that there is some accessible play value once the user reaches the top. 

Provide opportunities to experience texture, sound, smell and other sensory delights. 

Provide opportunities to leave the wheelchair and to lie or sit in an alternative supportive 

position. 

Courts, paths and hard surfaces can be used for play by children in chairs as long as there 

is seamless access to them. 


Other features which would also assist many users of playspaces include the following: 

 

 

 

 

 

Incorporate flat treads and stairs, as well as rung ladders or more challenging features, into 

climbing structures. 

Provide colour-contrast hand grips at changes of level within play structures. 

Delineate edges and level changes. 

Ensure that particular care is taken with design for safety so that children with balance 

problems and vision impairments do not inadvertently fall through openings in guard rails or 

cross the paths of swings. 

Provide simple back support structures on seats, swings, see-saws and in sand pit areas. 

This is also important for carers. 

6.6 Optimising use of playspaces 

Play equipment which can be used by any aged child and by both individuals and small groups, 

provide good play value. Different ages might use it in different ways. For example a hammock or a 

‘birds nest’ swing may be used for gently rocking a young child, while a group of older children 

might swing it wildly and teenagers might lie together and talk. 

Play elements that invite a combination of physical play, social interaction and imaginative/or 

creative play provide better value. 

In the design of playspaces, Hume City will consider multi-functional play equipment that provides 

for a range of ages and abilities. 

 

 

 

 

 

 

 

 

 

 

 

 

a sand and water play area, especially if coupled with a play deck, open cubby and 

vegetation 

a multi-level structure which includes an appealing and accessible cubby underneath, 

combined with climbing up and around, with options for sliding down, perching, or a lookout 

on top. If the cubby section is located close to either a sand pit, or vegetation with an item 

such as a large tree stump, a log, or a large boulder, this will add additional complexity to the 

play. Such an item might be used by small children, primary ages and teenagers at different 

times of the day for different purposes 

a good, well-tuned musical item which is accessible front-on for all ages and abilities 

a large carousel or basket swing 

balancing items /bridges/low walls items offering journeys through a space, especially if 

children with a disability can use these too 

double swings with a senior seat and a junior seat and secure harness 

some turnover bars next to chin up bars on a soft fall surface 

a two or four-seater spring see saw including one with back support – can be used by all 

ages, by one person or by a group 

a flexible net structure if this also has some social aspects i.e. some pods or hammocks for 

group activities, for resting and lying 

a carousel that can be used seated, lying down or standing up, either individually or by more 

than one person at a time; and by adults holding a child, and preferably with some back 

support and hand grips 

a large mound with a lookout on the top 

a basketball court or half court with an arrangement of mounding or seating on at least two 

sides allowing for watching, seating and ‘hanging out’. 

The cost of maintaining these multi-functional assets, including audits, will need to be taken into 

account. 


6.7 Play has positive risks 

Playspaces exist to facilitate play, which inherently involves risk taking by some children. Risk 

taking is important to all children as it develops critical skills that serve to protect children in the long 

term. 

The provision of playspaces must address a balance between safety and risk management and 

children's natural desire to be adventurous and creative. Addressing safety in playspace design will 

provide children with choice in selecting a degree of challenge, heights or activities which suit their 

level of skill and confidence. 

The types of risk where children are required to exercise skill, strength and judgement typically 

include: 

 

 

 

 

 

 

climbing to heights 

jumping from heights 

challenging forms of movement and high speed 

challenges that require skill and strength to hang onto or reach 

exploring something that is unknown, and 

using something in a way that is special (e.g. with the eyes shut). 

Occasionally the outcomes will be harmful. But the benefits that these risks offer come hand in 

hand with the challenges. Hume City embraces the premise that there are benefits in children taking 

risks. 

This uses technical inspections as part of the process, but requires an assessment of the benefits of 

certain risks, and a thoughtful judgement as to when a risk is acceptable in a particular situation. It 

acknowledges that playgrounds are not all the same and that the context needs to be taken into 

account in any judgement. 

It also requires careful design so that children can choose whether or not to take on challenging 

situations. 

This approach takes playground decision making out of the pure safety/ technical realm, and 

requires a child-centred approach by a skilled team. 

Managing risk in playgrounds needs a sophisticated approach that protects children from serious 

harm but permits them to extend their skills as they choose. 

There are some universal hazards which at all times remain unacceptable and need to be removed. 

These are well understood; they are clearly documented in the Australian Standards for 

playgrounds and include falls onto hard surfaces; sharp protrusions and crush points; head, neck 

and limb entrapment; and structural failures. Removing these known causes of injury from 

playgrounds does not have an adverse effect on the play outcomes. 

6.7.1 Design for safety 

The provision of playspaces for children must address a balance between safety and risk 

management and children's natural desire to be adventurous and creative. 

Safety in play is not purely a technical matter. 

The management of play needs to be co-ordinated, integrating both play and technical judgments, 

and is: 

 

 

 

 

linked to, and backed up by an overall policy on play adopted by Council that recognises the 

value of play and some risk taking. 

managed by an inter-departmental team that includes advocates for children. 

balanced between the technical and the child centred, considering these benefits in decision 

making. 

backed by regular technical inspections and prompt maintenance. 


This changes the emphasis of play provision from a standards approach to a community needs 

outcome, which will: 

 

 

 

Ensure design includes a range of choices so that children can select a degree of challenge, 

heights and activities which suits their level of skill and confidence 

Avoid uninteresting playgrounds that lead to boredom 

Making it difficult for children and teenagers to reach and climb onto roofs or shade 

structures 

Locate playgrounds where informal surveillance is likely, and taking into account CPTED 12 

principles, in order to reduce vandalism, broken glass and anti-social behaviour 

 

 

Encourage good supervision by making playgrounds welcoming and comfortable for adults 

and carers as well as children 

Assess whether fencing is required for a particular playspace site. i.e. near roads or 

waterways, and to support children with additional needs. 

6.8 Playground surfaces 

An impact absorbing surface (often referred to as soft fall) is required in a playspace wherever falls 

from equipment, fixed or movable, are possible from a height of 500mm or above. The fall zone is 

the area under and around a piece of equipment in every direction onto which it is reasonably 

foreseeable that a child could fall. 

A range of surfaces can be used including recycled rubber products and loose materials such sand 

and mulch. Appropriate soft fall maintenance is critical in ongoing compliance with Australian 

Standards and needs to be reflected in operating budgets. 

6.9 Fences and barriers 

In general playspaces in parks shouldn’t be fenced, as they can create a false sense of security in 

carers and be used to enclose children in-lieu of supervision, and it limits the area where play can 

take place. Gates are also difficult to design that will keep a child in but that can be still be opened 

by people in wheelchairs. 

However, some families and groups in our community are unable to visit playspaces unless they 

are fenced because their children run off, are unable to hear or recognise their own name, are 

easily distracted, or become so absorbed in an activity that they do not realise they have moved 

away from their carer. 13 

Fences or barriers such as landscape features are important in locations abutting a hazard such as 

a busy road, water body or steep cliff. To provide support for children with additional needs and 

their families, fencing at a number of sites throughout the municipality should be considered. 

Barriers will be designed as an integral part of the landscape. They can be made into a feature in 

some places, and in others hidden away in planting. They can offer playful elements but if their 

primary purpose is to contain children they should not have footholds. Hume will consider providing 

some fencing of some playspaces that provides for children with additional needs. Barriers can 

include low, thick vegetation, rocks or boulders or logs. 

12 Crime Prevention Through Environmental Design (http://www.cpted.net) 

13 The Good Play Space Guide: “I can play too” 


6.10 Shade structures 

The provision of adequate shade, either from shade structures or vegetation in as many locations 

as possible, is vital to the community's access to and enjoyment of playspaces. 

The most appropriate ways of addressing shade include: 

 

 

 

utilising shade provided by vegetation 

engaging in extensive tree planting both within and outside the playspace area (using 

advanced specimens for immediate impact where necessary) 

incorporating built structures that provide shade and shelter. Typically these would be 

provided in sub/district and regional playspaces 

Shade structures and tree planting need to be oriented so that winter sun is available over the 

cooler months. 

Shade in some district and regional playspaces will be achieved through vegetation, and in some 

instances shade structures. 

Ancillary open space furniture such as barbeques, picnic tables and seating may be covered with 

shade structures. 

Shade structures will include a metal frame and solid roof structure. Shade sails are not used in 

open spaces due to the high cost of maintenance and safety issues associated with inappropriate 

use, but are appropriate over playspaces in early years and other community facilities. 

Elements of some regional playspaces might be covered to provide shelter for rain enabling the 

facilities to be used in all weather. 

6.11 Artworks in play environments 

Public art can improve the character and identity of playspaces and to contribute to people feeling 

positive about their surroundings. It adds value to public places by acting as a focal point and 

expressing local cultural identity, sense of place and belonging. 

Public art pieces may be included in playspaces, either for their visual effect alone or as functional 

physical/sensory elements for children to play on or with. 

The involvement of community members in the production of art projects for public playspaces has 

many positive benefits. 

Art works of any type need to be structurally sound and durable. Art works intended for children’s 

play need to take into account the same basic safety requirements required of playground 

equipment. 

Mosaics used in paving or in places where users can touch them need to be carefully installed 

without protruding sharp edges. 

6.12 Playspaces and dogs 

Council recognises the needs of dogs and their owners via its Dogs in Public Spaces Policy. The 

Policy balances the recreation and play needs of dogs and their owners with the need to ensure 

clean and safe open spaces. 

Previous community consultation identified that it was common for respondents to walk in the 

company of their pet dog. It was also identified in this consultation that some parents of young 

children were not confident about the proximity of dogs to play equipment. 

The Dogs in Public Places Policy states that no dogs are allowed within 10 metres of play 

equipment. 


A public awareness and promotion program of Hume’s playspaces will assist the community to 

better understand Council's Dogs in Public Places Policy and the restrictions with the 10 metre 

exclusion requirement. Signs regarding the 10 meter ‘dog exclusion’ zone around playspaces 

should be erected where necessary, reinforcing responsible dog ownership. Council is currently 

considering the provision of dedicated dog exercise/play parks to further provide for dogs and their 

owners. 


7 Characteristics of playspaces in parks and open spaces 

NEIGHBOURHOOD SUB-DISTRICT and DISTRICT REGIONAL 

Role and 

function 

Play and social/family recreation. 

Important for children old enough to walk or cycle 

to playgrounds independently. 

Help make up for a lack of private open space. 

Social/family recreation as well as sporting or 

other functions. 

Location near other community facilities such as a 

shopping centre, school, sports precinct or 

community centre is important. 

Social/family recreation. Likely to have other 

significance e.g. sports facilities or a natural 

environment etc. 

Destination or focal point for social / family / 

recreation, possibly with other specialist role/s. 

Duration 

of visit 

Short duration. 

Short duration when connected to another visit i.e. 

to shops, school, kindergarten etc. 

Where located with organised sports, the visits 

could be of longer duration. 

Likely to be of long enough duration for toilets 

to be required. 

Quality 

Level of development will vary depending on 

number and location within catchment. 

The fewer playspaces the higher the quality / 

amenity required. 

Level of development of playspaces will vary 

depending upon the role and function of the whole 

park. 

Playspaces can function as community spaces in 

their own right or mainly when sports facilities are 

in use. 

Design of the whole site requires more 

attention to detail in resolution of details such 

as accessibility, site levels, materials, edging, 

surfacing, paths, garden beds, shade, seating 

than expected for other categorised parks. 

Target age groups 

The whole planning precinct needs to be 

considered as a ‘package’ in which no single park 

/playground caters for everyone, but within the 

precinct toddler, junior and older age groups will 

find activities that suit them. 

Parks with a higher level of dependence need to 

cater for more age groups. 

Sub district and district playspaces need to provide 

activities for a range of age groups. 

Their general range can be tilted towards a 

particular part of the age spectrum in some 

situations (such as near a kindergarten vs. a 

secondary school) but the design should not rule 

out play by the non-target age group. 

Parks with high levels of dependence need to 

cater for more age groups. 

Play areas need to cater for all age groups. 


NEIGHBOURHOOD SUB-DISTRICT and DISTRICT REGIONAL 

Access and 

inclusion 

Within every local precinct, a child or adult with a 

disability should ideally be able to access a choice 

of play and social opportunities in parks. 

Parks with a high level of dependence require 

higher levels of accessibility. 

An integrated path system providing physical 

access to the park, to social areas, and to some 

play activities is expected in most parks. 

 

 

 

An accessible path system from street, car park or 

footpath into the park, to all social spaces and into 

the ‘heart’ of the play area is expected. 

A good choice of accessible /inclusive play 

opportunities must be provided. 

Parks with a high level of dependence require 

higher levels of accessibility to a choice of play 


An accessible path system from street, car 

park or footpath into the park, to all social 

spaces and into the ‘heart’ of the activity area 

and to a wide range of play activities is 

required. 

Some effort to provide access to height and to 

natural areas is expected. 

Play elements 

Children need access to a good range of play 

opportunities around their neighbourhood as they 

grow up. 

Combinations of built play structures, open spaces, 

trails, hard and soft surfaces, vegetation and free 

choice landscapes and loose materials provide the 

best value for play. 

Any and all of these can be considered as play 

provision as long as there is a good local choice. It 

is crucial that play provision on each site differs 

from all others in the precinct. 

 

 

Designs must provide good value for play with 

open-ended elements for imaginative and social 

play, and loose natural materials from the 

environment to complement built playground 

structures, physical activities; bike play, hard 

courts and grassed ball play areas. 

It is crucial that play provision on each site differs 

from all others in the precinct. 

The package of attractions is an important 

feature. 

Playspaces need to provide a good range of 

physical, creative and imaginative play 

settings for children of all ages and their 

families. Some custom design of elements will 

be expected to create a distinctive space. 

It is crucial that play provision on in Regional 

spaces differs from all others in the 

municipality. 

Character and 

oppportunities 

Neighbourhood playspaces should be viewed as 

part of a “package” within each neighbourhood, 

between them providing a diverse range of play 

settings, activities, materials, and products differing 

from others within the same catchment. 

 

District and sub district parks and playspaces 

need to complement all other playspaces within 

the same catchment. 

Playspaces need to complement others of the 

same classification across the municipality, in 

terms of character and the range of play 

activities, products etc, but it is especially 

important that adjacent District and Regional 

parks within the same catchments are different 

from one another. 

Management and 

Maintenance 

Regular inspections and maintenance. Frequency 

of inspections determined by usage levels. 

 

Regular inspections and maintenance. Frequency 

of inspections determined by usage levels. 

Regular inspections and maintenance. 

Frequency of inspections determined by 

usage levels. 

May vary seasonally with usage patterns. 

Specialist spaces such as courts also require 

frequent inspections. 


8 Playspace design features for age cohorts 

All children are different and develop at different rates. These are the fgeneral characteristics for 

each age cohort. 

8.1 Designing for the under threes 

From birth to 3 years, children undergo massive physical and cognitive change and development. 

There is a very wide range of developmental skills within this age range. Many three year olds are 

very confident and agile, whereas an under 18 month old may be very shaky on their feet. 

The kinds of spaces and activities which interest this age group include: 

 

 

 

 

 

 

 

 

 

 

 

 

very small scale spaces close to adults, for intensive hands-on adult access and 

involvement 

interesting places, surfaces, and objects to explore and manipulate 

small ups and downs of various levels of difficulty, for practicing stepping, standing and 

climbing 

paths for wheeled toys, small barrows and toddler bikes 

sand, water and sand play equipment-scoops, pouring, holes in a wall for ‘posting’ small 

objects 

small areas of quality grass, which are good for learning to walk and run, follow a ball, or sit 

on a picnic blanket 

small scale, imaginative/dramatic play situations including items such as cubbies, shop 

fronts, trains and steering wheels, and small sculptures intended for safe play 

loose materials such as sand, mulch and leaves, especially when located close to cubbies 

and other settings where these materials can enhance the play 

vegetation with interesting (non toxic) materials for collecting and sorting 

basic climbing, sliding, swinging, balancing, rocking and rotating elements. Back supports on 

seats are important to provide support for the very young or less able 

carefully designed means of access with at least one set of stairs 

options for up and down, over and under, inside and outside, small and large spaces. Short 

tunnels, hidey holes and cubbies. 

Safety is an important consideration for very young children. 

 

 

 

Minimise physical risks while allowing scope for development of skills and confidence. 

Children do not learn from being over protected. Challenges must be available for the child 

to manage when they are ready, and must not be forced upon the child. Dangers which this 

age group are unable to perceive or foresee must be avoided. 

Take particular care not to introduce inadvertent hazards caused by swings in locations that 

cross children‘s paths. 

Protect children from falls from decks, through openings, under guardrails and between 

decks. 


8.2 Play for children aged between 4 and 7 years 

Note that there is a very wide range of skills and competence within this age grouping. These 

children generally enjoy: 

 

 

 

 

 

 

 

 

a range of physical challenges such as climbing, swinging, hanging, balancing, agility and 

rotating. There should be opportunities for children to choose the degree of challenge, such 

as the height of climbing, the height and length of overhead bars and agility equipment, and 

to develop their skills. This may mean designing more than one of the same activity, at 

different heights 

circuits, balancing on edges, movement around a space according to their own games 

imaginative and dramatic play with items such as cubbies, trains and boats designed for 

group play and for social interaction 

manipulative elements such as sand play and construction activities 

complex arrangements of play structures and other elements, to allow chasing and hiding 

games 

natural elements such as trees, planting, dirt, sand, water and flowers 

open areas of grass for ball play, running, chasing, skipping 

hard surfaces for skipping, ball games, bikes and other activities. 

8.3 Designing for 8 years to teenagers 

This group is likely to enjoy: 

 

 

 

 

 

 

 

 

places to meet socially, sit with a friend or a group . these can be small scale such as 

rocking with a friend on a double swing, or large scale gathering/’hanging out’ areas. 

a range of more physically challenging structures and play events, such as high climbing 

nets, climbing walls, and complex structures of any kind which provide for high, long and/or 

challenging climbing 

equipment which provides exciting forms of movement, and combinations of movement such 

as: 

- long mound slides, high slides, slide poles, and high slides in a spiral or wave pattern 

- flying foxes and long track rides 

- rockers 

- equipment which tests strength and endurance 

- swings which rotate, or spin around, spring or rock while swinging 

- equipment which has components which rock or twist and make access challenging, 

tricky or unpredictable 

any of the above which have a social element, such as large rockers, 2 or 4 seater basket 

swings, carousels, hammocks or similar equipment which can accommodate a group, or a 

number of single items that individuals can use adjacent to one another at the same time 

a good choice of agility equipment, such as horizontal ladders, overhead ring challenges, 

nets, turnover or chin up bars, challenging balance items or bridges 

complex arrangements of play structures and other elements, to allow chasing and hiding 

games 

open areas of grass 

hard surfaces for skating 


elevated areas for ‘hanging around‘/observation 

small-scale spaces for social interaction and group activities 

natural elements - trees, planting, dirt, sand, water and flowers 

ball game areas such as open grass, hard courts surrounded by areas to sit and watch 

skate facilities including low key and street style facilities, in a location far enough away from 

houses to minimise noise interference, but where informal surveillance is possible. 


9 Checklist of core play activities 

9.1 Imaginative / creative / natural play elements 

 

 

Include some form of imaginative play setting. This should be made wheelchair accessible 

wherever possible. It could be very purpose built, such as a cubby located under an elevated 

deck, a train, or a boat containing a steering wheel; or it might be a small copse of trees, a 

group of interesting boulders, or a sculpture. It could benefit from location close to sand 

and/or vegetation. 

Where an elevated structure is provided, make the most of the opportunity to design in some 

complexity, such as an accessible cubby underneath, and a few imaginative details. 

9.2 Providing for physical / agility / movement 

 

 

 

 

Low-key agility items such as a horizontal ladder, turnover bar, parallel bars or similar 

Where swings are provided, at least one double swing frame fitted with one toddler seat and 

one standard swing or basket swing. Preferably include more than one swing frame, 

dedicated to junior children and older children respectively. 

One item, in addition to the swing, that offers an alternative kind of movement such as 

rocking or rotating that can be used by a range of ages /abilities. 

An elevated structure (if this is appropriate) for climbing, sliding etc. provide at least one 

easy access, such as a stair, for young children to access the slide, in addition to alternative, 

more challenging options. 

9.3 Spatial complexity 

All playspaces can be made more visually interesting and invite children to explore by adding 

elements to the space such as: 

 

 

 

landform, changes of level, and variety in terrain 

some half walls in structures 

planting that defines sub - spaces. 

9.4 Social 

 

 

 

a choice of activities for both individuals and groups, regardless of age or ability 

an accessible social space. As a minimum, at least one seat facing the playspace, from 

which an adult can be close enough to see children, talk to them while playing, and reach 

them quickly if required 

a different theme, character and style from all nearby playgrounds 


9.5 Amenity and access 

 

 

 

 

a path system 

shade from trees, as a minimum 

an open grassed space suitable for ball games, if this is feasible 

quality landscape detail: vegetation, change of level, spatial and sensory qualities. 

9.6 Play as informal sport 

Elements that can be provided in parks that stimulate physical activity through play include: 

open grassed kick-about areas 

hard courts and paved surfaces with game markings 

basketball/ netball towers 

tennis courts for social games 

bocce courts 

rebound walls 

minor skate elements 

steps 


Part 3 – Action Plan 


10 Action plan 

A series of actions have been identified to achieve the outcomes identified in the Playspace Planning Framework and Reference Guide. 

These actions will: 

guide Council’s long-term planning and provision of playspaces 

inform future Council budgets in the development and maintenance of playspaces 

guide other providers including developers, early years providers and community groups on their role in providing for play 

respond to community need 

define playspace management and maintenance responsibilities 

assess existing and proposed playspaces 

No. Action Timeframe Budget 

1 Integrated Playspace Planning 

Establish a process that clearly identifies roles/responsibilities for the planning, development and 

management of playspaces, which will support a cross-Council working group governed by a terms of 

reference. Departments to be involved are: 

 

 

 

 

 

 

Family and Children’s Services 

Parks and Open Space 

Leisure and Youth Services 

Traffic, Civil Design and Asset Management 

Projects and Contract Management 

Subdivisions 

The working group will determine annual funding priorities to renew, upgrade or develop new playspaces 

using an agreed assessment criteria and information from the Playspace Service Plan. 

December 2012 

Within 

existing 

resources 

2 Develop a Playspace Service Plan for open space 

The Playspace Service Plan for open space will define prioritised programs and projects, and include service 

levels, the cost of providing and maintaining playspace, targets, direction for who provides the playspace, 

key performance indicators, and the reporting framework. 

The Plan will be developed according to neighbourhood planning precincts for proposed and existing 

June 2013 $30,000 



playspaces. 

Defining levels of service, both community and technical, has been identified in Council’s draft Parks and 

Open Space Asset Management Plan. The plan will assist in determining the cost of providing play in Hume, 

informing Council’s long term financial plan. 

The Playspace Service Plan will inform Council’s Parks and Open Space Asset Management Plan, individual 

reserve master plans or concept plans. It will also identify other renewal and upgrade opportunities within the 

park, and inform Council’s operational budget. 

3 Planning for playspaces in early years and community facilities 

Planning playspaces in early years facilities, community centres including neighbourhood houses, and other 

community facilities will inform Council’s Buildings Asset Management Plan. 

A separate capital works program will be developed for play in early years centres, linked to the service 

provided and reflect the regulated environment. The program will contain prioritised actions, reflect need and 

guide external contributions. 

Develop a playspace renewal/upgrade program for early years and community facilities: 

 

 

priority of work triggered by review of/changes to facility/service 

asset condition 

The funding required to provide and maintain these assets will inform Council’s capital and operational 

budgets. 

4 Develop nature-based playspaces 

Provide a diverse range of nature-based playspaces to support children’s connections with the natural 

environment. 

Nature-based play elements will be identified in each neighbourhood planning precinct, with 

recommendations made to ensure the nature based play needs of all local communities are met. 

Further investigate the construction of regional nature-based playspaces in each of the three principle 

planning areas of Broadmeadows, Craigieburn and Sunbury. 

5 Community Engagement 

Council’s Community Engagement Framework will be used to guide the community participation contributing 

to the provision, design and management of quality playspaces. 

6 Playspace promotion 

December 2013 

June 2013 

June 2014 

Ongoing 

Within 

existing 

resources 

Priorities 

determined 

within 

Playspace 

Service 

Plan 



Provide more detailed information about playspaces on Council’s website and in printable form. Promoting 

playspaces will facilitate greater usage by residents and may also encourage increased visitation to Hume 

City. 

7 Playspace guidelines 

Review the playspace guidelines for developers and establish guidelines for playspace development and 

management in community and early year’s facilities incorporating: 

Defining roles/responsibilities regarding development, renewal and maintenance of all playspaces. 

Responsibilities of tenants of community facilities in planning and managing playspaces. 

Consider Play England’s Managing Risk in Play Provision in operational management guidelines, in 

addition to the current use of the RoSPA - Risk Assessment of Children’s Playgrounds. 

In developing these guidelines, the Hume City Council Guidelines for the Planning, Design and Construction 

of Open Space – Playspace Design Checklist will be reviewed. 

December 2013 

8 Hume Playground Management System 

The Hume Playground Management System manages information on playspaces across the municipality. 

Council will continue to develop the HPMS enabling the review of: 

cost trends in maintaining individual sites 

insurance claims 

various site / play analysis 

playspace renewal program 

annual independent audit. 

9 Partnerships in play provision 

Playspaces on education land may contribute to the playspaces available to a local community, particularly in 

areas where there is an unmet need. 

Where a shortfall is identified it is recommended Council will seek opportunities with local schools to gain 

access to play and open space facilities for the community. This can be achieved through the development 

of Joint Use Agreements with the Department of Education and Early Childhood Development. 

Joint Use Agreements resolve issues of legal liability, ownership, maintenance and capital improvement, and 

outline the roles, responsibilities and obligations of each party. 

Ongoing 

Ongoing 

Within 

existing 

resources 



10 Emerging opportunities in play provision 

Further investigate emerging opportunities for supervised community-based play in open space settings 

through such initiatives as Play Pods and Play Leaders. 

Following 

Playspace 

Service Plan 


Appendix 1 - Reference documents 

Council documents 

Hume City Plan 2030 

Council Plan 2009-2013 (2011 Action Update) 

Hume City Leisure Strategy Plan 2006-2010 (under review) 

Hume City Council Open Space Strategy 2010-2015 

Asset Management Strategy 2004 

Hume Municipal Early Years Plan 2008 – 2013 

Hume City Youth Strategy 2011-2014 

Hume City Council Development Principles for Recreation and Community Facilities 2006 

Hume City Council Graffiti Management Strategy 2008-2011 

Hume City Council Guidelines for the Planning, Design and Construction of Open Space 2003 

Hume City Council Social Justice Charter 2007 

Municipal Public Health and Wellbeing Plan 2009-2013 

Arts Cultural Development Strategy 2009-2013 

Draft Parks and Open Space Asset Management Plan (2011) 

Hume City Action Plan – People with Disabilities 2009-2010 

Other documents 

Victorian Charter of Human Rights and Responsibilities 2006 

UN Convention on the Rights of the Child, Article 31 

Play Area Development Policy for Local Government 

The Good Play Space Guide: “I can play too”, (Department for Victorian Communities) 

Play Australia Information Sheet 

Crime Prevention Through Environmental Design - Safer Design Guidelines for Victoria 

How to develop more accessible Parks and Outdoor Areas -Achieving Access Anywhere 

Healthy by Design (Heart Foundation) 

Managing Risk in Play Provision (Play England) 

Beyond Blue to Green: The Benefits of Contact with Nature for Mental Health and Wellbeing 2010 

Australian Standards 

AS 4685 Part 1 2004 Playground Equipment General Safety requirements and test methods 

AS 4685 Parts 2-6 2004 Playground Equipment Particular Safety requirements and Test 

Methods for Swings (.2); for Slides (.3); for Runways (.4); for 

Carousels (.5) and for Rocking Equipment (.6). 

AS4422 1996 Playground surfacing 

AS4486.1 1997 

AS1428, 

Playgrounds and playground equipment, Part 1 Development, 

installation, inspection, maintenance and operation. 

parts 1 to 5 2010 Access to Premises Standards 


REPORTS – APPEARANCE OF THE CITY AND ENVIRONMENT 14 MAY 2012 


COUNCIL PLAN THEME – APPEARANCE OF THE CITY AND 

ENVIRONMENT 

REPORT NO: 

AE56 

REPORT TITLE: Sustainability Report 2010-11 

SOURCE: 

DIVISION: 

FILE NO: 

POLICY: 


Philip Thompson, Sustainable Environment Officer 


HCC09/347-02 

Pathways to Sustainability 

Pathway 4 - Sustainability Leadership 


This report provides Council with an overview of the Sustainability Report 2010-11. 


That Council notes the reporting content and indicators of the Sustainability Report 

2010-11. 


On 9 August 2011, the Hume Sustainability Taskforce had the opportunity to provide input 

into the future direction of Council’s sustainability reporting and the Sustainability Report 

2010-11 at a workshop facilitated for them by Council’s consultant, CORE Sustainability. 

Through the workshop process the group identified sustainability issues of importance, 

ranked them in order of priority and identified methods of reporting. 


4.1 State of Environment Reporting to Sustainability Reporting 

4.1.1 Last year Council produced its first Sustainability Report (2009-10). This 

report was a smaller, more concise report than previous State of the 

Environment reports and was based only on complete, reliable and verifiable 

data sources. 




REPORT NO: AE56 (cont.) 

4.1.2 This report was intended to be a more accessible report for the community 

and provide case studies and examples to inspire people to make more 

decisions with consideration for the environment and sustainability. 

4.2 Sustainability Reporting Framework 

4.2.1 To continue the transition to sustainability reporting, a project to produce a 

sustainability reporting framework was conducted. This project included a 

series of three workshops held with a cross Council working group, the Hume 

Sustainability Taskforce and extensive research. 

4.2.2 The working group was tasked with producing a framework to address the 

following requirements: 

4.3 Results 

To identify sustainability issues of importance to Hume and suitable 

indicators to measure progress in these areas. 

To ensure the report is an appropriate tool with which to document 

progress under Council’s environmental policy document, Pathways to 

Sustainability: An Environmental Framework 2009 – 2013 and Action Plan. 

To identify the report’s audience and communication techniques 

appropriate to the audience. 

4.3.1 The Hume Sustainability Report 2010-11 has been produced based on the 

sustainability reporting framework. It meets the reporting needs covered by 

the five pathways in Pathways to Sustainability: An Environmental Framework; 

Create Sustainable Places, Support Communities to Live and Work 

Sustainably, Sustainability Learning and Action, Build Council Sustainability 

Leadership, and Provide Strong Environmental Stewardship. It also covers 

other reporting needs identified in the workshop series. 

4.3.2 A key difference in the 2010-11 report is the method of communication. The 

reporting is internet based and will occupy a dedicated section on council’s 

website. Printed summary material will be produced targeted at specific 

audiences and information will be produced in existing Council media e.g. 

Hume Pride and the Live Green newsletter. The information won’t exist as a 

printed ‘report’ as it has in previous years. 

4.3.3 Pathways 

Each pathway includes a range of sustainability indicators covering 

environmental trends and targets as well as more detailed case studies. A 

summary of each in the 2010-11 report is shown below: 

(a) Create Sustainable Places – a case study on the Healthy Hume 

community gardens is included. Next year’s reporting will provide 

reporting on participation rates. 





(b) 

(c) 

Support Communities to Live and Work Sustainably – this pathway 

covers five indicators; sustainable travel to work, sustainability leaders 

in Hume, sustainable housing, community recycling rates and 

community water use. Key findings from this pathway include the 

residential waste stream increasing by 7% in volume, the recycling rate 

increasing from 37% to 38% and 8% of Hume residents use public 

transport and / or walk to work. 

Sustainability Learning & Action – two indicators are covered in this 

pathway; Business Efficiency Network participation and Live Green 

workshop participation. A key finding in this pathway is that over 100 

businesses joined the network in 2010-11 taking total membership to 

over 250. 

(d) Build Council Sustainability Leadership – this pathway covers four 

indicators; Council water use, Council energy use and greenhouse gas 

emissions, sustainability ratings of Council buildings and Council 

recycling rates. Key findings in this pathway include Council’s 

greenhouse gas emissions have risen 0.7%, 57% of Council waste is 

now diverted from landfill and the Live Green Work Green program has 

motivated 71% of staff to take a sustainable action at work. 

(e) 

Provide Strong Environmental Stewardship – this pathway covers two 

indicators; land health (weeds on private land) and land health (Council 

managed native vegetation). A key finding under this pathway is the 

quality and quantity of Council managed native vegetation increased by 

1.6%. 


5.1 All future sustainability reporting will be made available on a dedicated section on 

Council’s website. The reporting will continue to track progress made on the thirteen 

indicators used in the 2010-11 reporting. Case studies will be updated annually. 

5.2 Information specific to target audiences will be made available via targeted promotion 

and existing printed Council media. 




REPORT NO: 

REPORT TITLE: 

SOURCE: 

DIVISION: 

FILE NO: 

POLICY: 


AE57 

Clean Energy Future Plan - Update 

Hugh Tunnecliff, Environment Officer (Greenhouse) 


HCC05/765-02 

Pathways to Sustainability Framework 



1.1 Council was provided with information about the initial impacts of the Clean Energy 

Future plan in a report at the meeting of 12 September 2011. This report will provide an 

update to Council about changes which have arisen since then and inform Council of 

likely effects of the plan. 

1.2 Council will investigate the opportunities which are being generated for the community 

as a result of the Clean Energy Future plan. 



2.1 note the potential implications of the Clean Energy Future plan and incorporate 

the implications into future budget processes. 

2.2 note the potential opportunities of the Clean Energy Future plan and investigate 

these to ensure that the Hume municipality is adequately positioned to make the 

most of the opportunities which become available. 


3.1 Council Operations 

Council is expected to be liable under the proposed Clean Energy Future plan for its 

landfill emissions and increases to some operating costs (indirect increases to the 

costs of utilities, services and materials). The projected cost to Council is estimated at 

$1,595,712 in the 2012/13 financial year. 





3.1.1 Electricity 

Council’s electricity costs (in buildings) are forecast to rise $99,064 as a result 

of the Clean Energy Future plan (to a cost of $1.09 million per annum). 

Council’s electricity cost in street lights is forecast to rise $77,112 (to a cost of 

$848,231). These costs were forecast using 2010/11 utility costs and treasury 

modelling showing that electricity would be subject to a 10% increase under 

the Clean Energy Future plan. 

3.1.2 Waste Disposal 

3.1.3 Gas 

While Council will not be incurring any direct liability in the first year of the 

carbon price, landfill facilities which Council uses will increase their gate fees 

by the amount of the carbon price to safeguard against future liability. The 

combined increase in Council disposing waste at Riddell Rd and the Wollert 

facilities will be $1,167,914 in the 2012/13 financial year. 

Council uses gas only in its buildings and pools. Council’s gas costs will 

increase $21,622 to $261,873. Treasury modelling projected that the cost of 

gas provided to buildings would rise 9% as a result of the Clean Energy Future 

plan. 

3.1.4 Services & Materials 

3.1.5 Water 

Councils current annual services and materials budget is $46,000,000. The 

MAV expects the impact on Council’s services and materials to be a 0.5% 

increase in costs. Should this increase materialise, the cost of services and 

materials would rise $230,000. 

Water costs are expected to increase marginally due to the Clean Energy 

Future plan (due to the increased price of electricity required in the purification 

process) but these costs will be significantly overshadowed by cost increases 

attributable to infrastructure costs (including the North-South pipeline and 

desalination plant) 

Note: The above price increases are modelled by the federal government and 

Municipal Association of Victoria, and are prices that the wholesale electricity 

and gas markets can expect to see from July 1 2012. These costs will be 

passed down to consumers. Any cost savings that Council can expect to see 

from initiatives such as strategic purchasing or large scale procurement 

contracts have not been included. 





Table 1 – Financial Implications, Council Operations 2012/13 

Operation Current Cost Future Cost Cost Increase 

Landfill Operation $0 $0* $0* 

Waste Disposal $4,933,084 $6,100,998 $1,167,914 

Materials & Services $46,000,000 $46,230,000 $230,000 

Street lighting $771,119 $848,231 $77,112 

Electricity $990,639 $1,089,703 $99,064 

Gas $240,251 $261,873 $21,622 

Total $52,935,093 $54,530,805 $1,595,712 

* There will be costs for landfill emissions from 2013/14. These will be detailed in a 

separate report to Council. 

The 2012/13 costs in table 1 are significantly less than the predicted costs in future 

years as landfill liability costs have not been included. 

3.2 Hume Residents 

The federal government expects the introduction of a carbon price to increase the cost 

of living by 0.7% in 2012-13. On average, households can expect to see a cost 

increase of $9.90 per week, to be balanced by assistance (through tax reform) of 

$10.10 per week for Australians with low and middle incomes. Those with high incomes 

(over $80,000) will receive only minimal assistance. Recent reports in the media have 

indicated that over 18,000 Hume residents will receive compensation via family tax 

benefits. 1 


4.1 The National Greenhouse Energy Reporting Scheme (NGERs) Act (2007) introduced a 

national framework for the reporting and dissemination of information about 

greenhouse gas emissions, greenhouse gas projects, and energy use and production 

of corporations. Currently Council is not required to report under the NGERs Act. 

4.2 NGERs will provide the carbon accounting mechanism for the Clean Energy Future 

plan. Under the Clean Energy Future plan, Council will become liable to report under 

the NGERs Act from July 1 2012. 


Council’s Sustainable Environment Department will continue to provide workshops and 

education for the community on sustainability and ways in which they can reduce their 

exposure to the Clean Energy Future plan. 

1 ‘Carbon tax splash reaches far and wide’, Herald Sun, Saturday April 14. 






6.1 Assistance for Local Government 

$330 million has been allocated to local government and community organisations 

through the Low Carbon Communities program. This program will fund energy 

efficiency upgrades and retrofits to Council and community use buildings, facilities and 

lighting. Council has submitted an application to obtain $1.5 million in funding for the 

change to energy efficient street lights. 

6.2 Potential Exemptions/Cost Reductions 

Council’s exposure is set into two major categories, landfill liability/waste disposal and 

indirect increases to Council costs. 

6.2.1 Landfill Liability/Waste Disposal 

Landfill operators will be passing on the cost of the carbon price to users of 

the landfill. Council disposes of approximately 40,000 tonnes of waste per 

year at the Wollert facility. The operators of the Wollert facility will be 

increasing their gate fees in 2012/12 by the appropriate amount ($23) to 

safeguard against their exposure to the carbon price in future years. Similarly, 

Council will need to alter their gate fees at the Riddell Rd facility to cover 

future liability. 

6.2.2 Energy Efficiency 

Improving energy efficiency of Council infrastructure will reduce operating 

costs and reduce the exposure to the carbon price for Council and community 

organisations. Council currently has over 220 facilities on 120 sties which 

have an average sustainability rating of 2.1 out of 5. This is a measurement of 

energy and water efficiency of the building. By investing in energy efficiency in 

new and existing buildings, Council will reduce the impact of any future utility 

price rises (including those expected under the Clean Energy Future plan). 

Building any future buildings to a higher star rating (eg.6 or 7 star) would 

safeguard against rising utility costs. 

6.3 Regulation of Price Rises 

The Australian Competition and Consumer Commission (ACCC) has responsibility for 

ensuring that businesses do not use the introduction of the Clean Energy Future plan 

as an excuse to increase prices or margins beyond an amount that is legitimately 

attributable to the plan. This will be similar to the role given to the ACCC at the 

introduction of the goods and services tax (the GST) more than 10 years ago, when the 

ACCC was given specific powers to prevent price exploitation. The ACCC has 

announced that they will be targeting Council’s raising landfill gate fees erroneously. 

6.4 Current Mitigation Works 

Council is currently working to minimise exposure to the price on carbon through 

various Capital Works projects. 





6.4.1 Small site retrofits 

Council has audited and retrofitted all of its 120 small sites to improve energy 

and water efficiency. These works will reduce Council’s indirect exposure to 

the carbon price. 

6.4.2 Solar panel installations 

Council will have installed 75KW of solar energy by the end of the 2011/12 

financial year. Sites which have these units installed will rarely pay electricity 

bills and in some cases, earn money for Council through feeding renewable 

energy back into the grid. 

6.4.3 Leisure centre works 

Council has audited and retrofitted all of its three major leisure facilities to 

improve energy and water efficiency. Due to the Broadmeadows Leisure 

Centre being redeveloped, Sunbury and Craigieburn we focused on for major 

retrofits. 

6.4.4 Bulk change of street lights 

Council has been undertaking preparatory works in order to retrofit 8,000 

energy inefficient lights to T5 technology. The project is currently subject to a 

federal government grant submission for 50% of the up-front capital cost of the 

project, approximately $1.5 million. 

6.5 Opportunities 

The carbon industry in Australia is worth $15 billion by 2015 2 . With much of this market 

yet to be formed, there is an opportunity for the Hume municipality to position itself to 

be the ‘green’ place to conduct business. 

6.5.1 Currently, Council’s business demographic is dominated by the Manufacturing 

and Transport and Logistics sectors. These sectors are expected to be some 

of the most heavily affected by the Clean Energy Future plan. Should these 

sectors not adapt to a low carbon economy, their business will suffer in 

comparison to those sectors who adapt to a low carbon economy. 

6.5.2 Green Business Parks are becoming more sought after by businesses looking 

to market their products or services as ‘sustainable’. The presence of 

decentralised energy sources (tri-generation) along with water and waste 

recycling also significantly reduce utility costs for businesses within the park. 

These parks have been built in all capital cities in Australia, but need to be 

established from initial development. Prime examples of green business parks 

include Kwinana Industrial Park (Western Australia), Brindabella Business 

Park (Australian Capital Territory) and the Toyota Green Business Park (Port 

Melbourne). 

2 Carbon Market Opportunities, Invest Victoria 





6.5.3 Council could potentially reduce landfill liability to zero and earn income under 

the Carbon Farming Initiative should gas flaring wells be installed at the 

Sunbury landfill. This would require a significant initial capital investment but 

would save Council considerable emission payments should it reduce 

emissions below the trigger threshold. The installation of a gas flaring system 

would be expected to cost approximately $2.3 million. This will be the topic of 

a future business case and report to Council. 

6.5.4 Improving the energy efficiency of existing Council building assets and 

ensuring that energy efficiency is an objective for new capital works and street 

lighting will ensure that future financial liabilities are minimised. 


7.1 Hume City Council will be most heavily exposed through the landfill operations and 

through Council’s extensive operational costs for electricity provision in buildings and 

street lights. 

7.2 The introduction of the Clean Energy Future plan is expected to create opportunities for 

growth in the green industry and carbon offset sectors. The Sustainable Environment 

and Economic Development Departments are currently investigating these 

opportunities within Hume. 




REPORT NO: 

AE58 

REPORT TITLE: Northern Alliance for Greenhouse Action - 

Memorandum of Understanding 2012-2015 

SOURCE: 

Bernadette Thomas, Manager Sustainable Environment 

DIVISION: 

FILE NO: 

POLICY: 



HCC09/490 

Pathways to Sustainability: an Environmental 

Framework 



This report recommends that Hume confirm its commitment to membership of the Northern 

Alliance for Greenhouse Action (NAGA), consisting of nine northern metropolitan councils 

and the Moreland Energy Foundation Limited (MEFL) and sign a new Memorandum of 

Understanding (MoU) for 2012-2015. 


That Council endorses the signing of the attached Memorandum of Understanding for 

the Northern Alliance for Greenhouse Action. 


The Sustainable Environment Department has a recurrent budget allocation for NAGA 

membership. Membership for 2012/13 is $20,000. 


4.1 The NAGA is not an incorporated body. The MoU provides for the MEFL to auspice 

NAGA and manage funds and operations. 

4.2 Council officers representing Hume City Council will ensure that NAGA activities are 

compliant with the Local Government Act 1975 and other legislation as relevant. 


There is no community representation or involvement in the alliance, and as such no 

community consultation is required. 







6.1.1 NAGA was formed as an informal network in 2002 and is one of a number of 

Greenhouse Action Alliances operating in Victoria. The founding members 

were MEFL and the cities of Darebin, Banyule, Hume, Whittlesea, Moreland 

and the Shire of Nillumbik. The cities of Melbourne, Manningham and Yarra 

joined NAGA in January 2006. 

6.1.2 NAGA's goal is to achieve significant greenhouse gas emissions abatement by 

delivering effective programs and leveraging council, community and business 

action. 

6.1.3 MEFL provides a high level of governance support and employs the NAGA 

Executive Officer, project staff and consultants on behalf of the Alliance. 

6.1.4 NAGA was funded by the State government from 2005 to 2008. Since 2009 

all member Councils agreed to fund NAGA for a three-year period from 1 July 

2009 to 30 June 2012. It is recommended that a new MoU is signed by 


6.1.5 Membership of NAGA provides Council with a range of benefits reported in 

Attachments 2-4. 

6.2 Governance 

6.2.1 Memorandum of Understanding (MoU) 

(a) 

(b) 

A MoU (Attachment 1) has been prepared by MEFL on behalf of the 

NAGA membership to be operational from the date of signing until 30 

June 2015, with the option of an extension to 30 June 2017. It provides a 

general framework for ongoing cooperation between the parties in the 

planning, development and delivery of Council’s involvement in NAGA. 

Specifically the MoU provides for: 

(i) 

(ii) 

a $20,000 (+3% increment) annual funding commitment to NAGA 

the roles and responsibilities of each party. 

6.3 Operational Arrangements 

(a) 

(b) 

Executive Committee: establishes the finance strategy, endorses the 

annual budget and establishes delegations regarding the expenditure of 

the budget. The Director City Sustainability is the Hume representative 

on the Executive Committee. 

Steering Committee: The Coordinator Sustainable Environment and 

Environment Officer (Greenhouse) represent Hume on the Steering 

Committee. 






7.1 The Northern Alliance for Greenhouse Action has been an invaluable alliance in the 

development of Council’s response to the threat of climate change. The network 

enables Council officers to draw on the experience of other councils and has 

collectively represented the member Councils through submissions to a range of state 

and federal government policy and legislation reviews. 

7.2 NAGA has been successful in obtaining external funding for a range of programs and 

projects of which Hume has been a participant. Further participation in the Alliance will 

enable Council to continue to develop appropriate directions in relation to the critical 

issue of climate change. 





NAGA Memorandum of Understanding 2012-2015 

ATTACHMENT 1 

Memorandum of Understanding 

Northern Alliance for Greenhouse Action (NAGA) 

MEMORANDUM OF UNDERSTANDING dated the day of 2012 

BETWEEN 

*** Council of *** (“Council”) 

and 

Moreland Energy Foundation of Level 1/233 Sydney Road, Brunswick, Victoria 3056 (“MEFL”) 

being the parties to this MoU. 

1. Introduction 

The Northern Alliance for Greenhouse Action (NAGA) formed in 2002. Its founding members were Moreland 

Energy Foundation and the cities of Darebin, Banyule, Hume, Whittlesea, Moreland and Shire of Nillumbik. 

The cities of Melbourne, Manningham and Yarra joined NAGA in January 2006; these 10 organisations now 

comprise the members of NAGA. 

NAGA is working to ensure urgent, regional action in our transition to a climate-changed, low-carbon future. 

The purpose of this Memorandum of Understanding (MoU) is to provide a general framework for ongoing 

cooperation between the parties in the planning, development and delivery of Council’s involvement in 

NAGA. 

Specifically, this document has been prepared to establish: 

Council’s funding commitment to NAGA; and; 

The roles and responsibilities of each party. 

This MoU will remain operational from date of signing to 30 June 2015, with the option of a two year 

extension to 30 June 2017. 

2. Support of Parties for the Memorandum of Understanding 

The parties acknowledge and support the NAGA MoU and further acknowledge and agree that they will work 

in a co-operative manner with the common intention of achieving the work of NAGA in accordance with the 

principles described in this MoU. 

3. Key Principles 

The key principles of the MoU are as follows: 

The parties will work collaboratively to achieve the desired outcomes; 

The parties will monitor the success or otherwise of initiatives entered into as a result of the MoU; 

The parties will work collaboratively to solve problems as they arise. 





4. Council’s Contribution 

All NAGA members provide funding to maintain NAGA’s coordination functions, as undertaken by the NAGA 

staff. MEFL will receive these funds on behalf of all NAGA members. 

Council shall contribute $20,000 (+3% annual increment) to the cost of the work of NAGA in the 2012-13 

financial year and the following two years, with the option of a two year extension. 

5. MEFL Obligations 

MEFL will employ the NAGA Executive Officer and Project Manager(s). 

MEFL will manage the NAGA staff on a day to day basis, towards the satisfactory completion of duties 

outlined in the Position Descriptions and to ensure that the decisions of the NAGA Executive and Steering 

Committee are being implemented. 

MEFL will maintain and support the effective operation of NAGA’s governance structures. 

6. Common Obligations 

The parties undertake to cooperate with each other in carrying out the work of NAGA and to use their best 

endeavours to ensure that work is carried out. 

Each of the parties agrees to nominate a single representative for each of the NAGA Executive and Steering 

Committee. 

7. Operational Arrangements 

The NAGA Executive will establish the NAGA finance strategy, endorse the annual budget developed by the 

NAGA Steering Committee and establish delegations regarding the expenditure of the budget. 

Through these decision making bodies, NAGA will establish and implement projects and strategies that 

further the achievement of policy objectives of its members as per clause 8. 

Other operational arrangements will be undertaken as defined in the NAGA Executive Terms of Reference 

and the NAGA Steering Committee Terms of Reference. 

8. Achievement of Policy Objectives 

In participating in the work of NAGA, Council seeks to contribute to the achievement of its climate change 

and sustainability objectives outlined in Council’s climate change and sustainability plans, including reducing 

greenhouse gas emissions. 

9. Public & Media Relations 

The NAGA Executive Officer will be the primary contact for any public or media enquiries relating to the work 

of NAGA. However, any planned media events, media releases or correspondence will be prepared in 

consultation with Council. 

10. Openness between the Parties 

The parties acknowledge that they have a mutual interest in the successful planning, development and 

delivery of NAGA projects. Nevertheless, it is recognised that the views and objectives of the parties may 

not always coincide. The parties will work openly and constructively to resolve any differences which 

emerge. 

The parties will aim, where reasonably possible, to share information relevant to NAGA with each other. In 

the normal course of events, the parties will work on the assumption that information should be freely 

exchanged. 





The parties agree that it may be necessary to share confidential information to further the objectives of this 

MoU and that such information is to remain confidential. 

The parties must keep confidential and not allow, make or cause any disclosure of or in relation to the 

confidential information without the prior written consent of the other party, which consent may be given or 

withheld, or given with directions, in the other party’s sole discretion. 

The parties must not: 

Use or permit any person to use the confidential information for any purpose other than for a purposes 

agreed by the parties which is in accordance with this MoU; 

Disclose or in any way communicate to any other person any of the confidential information except as 

authorised by the party who has disclosed the confidential information; 

Permit unauthorised persons to have access to places where confidential information is displayed, 

reproduced or stored; or 

Make or assist any person to make any unauthorised use of the confidential information; 

Confidential information means any information provided by one party to the other party pursuant to the 

MoU, which that party specifies as being confidential, or if disclosed, would be contrary to the public 

interest or would damage the commercial interests of the party which provided the information. 

11. Concern Arising from Action or Inaction of the NAGA Executive Officer 

Where there is a concern as a result of action or inaction of the NAGA Executive Officer, notice will be 

provided to the NAGA Executive of the concern. 

In consultation with the NAGA Executive, the MEFL Chief Executive Officer (CEO) will undertake their best 

endeavours to resolve the concern and will keep the NAGA Executive informed. 

12. Dispute Resolution 

The parties agree to resolve disputes quickly to minimise any delay to the work of NAGA. If any dispute 

arises between the parties: 

- The parties must meet within 5 business days of becoming aware of the dispute to endeavour to 

resolve the matter promptly; 

- If the matter cannot be resolved between the parties and remains unresolved within two weeks of 

notification of a dispute the matter may be referred to an independent mediator; 

- An independent mediator will be selected by agreement by all parties, and 

- The decision of the mediator will be binding on all parties. 

13. Termination of MoU 

If a party wishes to cease being a party, they will notify the other party in writing of their intention to exit from 

the MoU, providing twenty-one days notice, and 

The party will fulfil any obligations committed to up until the time of exit and provide NAGA with information 

required to fulfil any contractual obligations beyond the time of exit. 

Any unspent contribution will be returned to the contributor upon exit from the MoU. 

14. Indemnity 

All Council members indemnify MEFL in accordance with the following. 

Council agrees to indemnify and to keep indemnified MEFL, its servants and agents, and each of them from 

and against all actions, costs, claims, charges, expenses, penalties, demands and damages whatsoever 

which may be brought or made or claimed against them, or any of them, arising out of, or in relation to the 





MoU between NAGA Members and MEFL, and be directly related to the negligent acts, errors or omissions 

of Council. 

Council’s liability to indemnify the MEFL shall be reduced proportionately to the extent that any act or 

omission of the MEFL, its servants or agents, contributed to the loss or liability. 

15. Representatives of the Parties 

The parties have each nominated representatives who are responsible for any consultation and monitoring 

required under this MoU and to whom all notices and communications are to be sent. These representatives 

are: 


Name *** 

Title *** 

Address *** 

MEFL 

Name 

Title 

Address 

Paul Murfitt 


Moreland Energy Foundation 

Level 1/233 Sydney Rd 

Brunswick Vic. 3056 

EXECUTED as an agreement. 

SIGNED by ***** for and on behalf 

of the *** COUNCIL 

under an instrument of delegation dated 

[insert date] in the presence of: 

………………………………………………….. 

Witness 

SIGNED by [Paul Murfitt] for and on behalf of the Moreland Energy Foundation, in the presence of: 

…………………………………………………….. 

Witness 





ATTACHMENT 2 

NAGA and NAGA Members’ Projects Funded by Grants 2005-2011 

Funding 

Lead Agency And 

Partners 

Project Description 

Duration 


Accord 

$141,500 

Manningham City 


NAGA, MEFL, Hume 

City Council, Shire of 

Nillumbik, Horsham 

Rural City Council, 

Energy Return 

Communicating Energy Use In Local 

Communities Using Benchmarking 

This project will reduce community energy 

consumption by providing a simple way for 

households to compare their electricity and 

encourage savings. 

2011-12 


Accord 

Moreland City Council 

Cities of Ballarat, 

Banyule, Boroondara, 

Brimbank, Greater 

Dandenong, Darebin, 

Hobsons Bay, 

Frankston, Knox, 

Manningham, Port 

Phillip, Stonnington, 

Whitehorse, Whittlesea, 

Yarra, Municipal 

Association of Victoria, 

MEFL 

SDAPP Tools (STEPS & SDS) Integration and 

Upgrades 

This project improves sustainability outcomes in 

land use planning by establishing ongoing 

governance and resourcing for the SDAPP 

assessment tools, STEPS (residential) and 

Sustainable Design Scorecard (SDS). 

2011- 


Accord 

City of Boroondara 

Cities of Darebin, Yarra, 

NAGA, Eastern Alliance 

for Greenhouse Action 

(EAGA), Central 

Victorian Greenhouse 

Alliance (GVGA) and 

others 

Streamlining the Business Case and 

Implementation Options for Co/Tri-Generation at 

New and Existing Victorian Council-Owned 

Leisure and Aquatic Centres 

Assess and develop the business case and 

implementation options for co/tri-generation 

technology at five targeted leisure and aquatic 

centres. 

2011- 


Fund 

$214,368 

Darebin City Council 

Banyule Council 

Sustainable Homes and Communities 

Building on the success of the Sustainable 

Homes program, this project will develop an 

online sustainability challenge program supported 

by an awards program, seminars and hands-on 

workshops to engage local communities in 

sustainable actions. 

2010-12 


Fund 

$146,000 



NAGA and NAGA 

members 

Delivering Clean Energy Solutions – energising 

households for a safe climate future 

Using social marketing techniques and a bulk 

buying program this project will develop a 

package of clean energy products and services 

for residents in Melbourne’s North. 

2010-12 





Funding 


Fund 

$133,470 


Partners 

Melbourne City 


Yarra Council 

MEFL 

OCV 

Port Phillip Council 


Energy efficiency in higher density residential 

buildings 

This partnership project will work in three local 

government areas to identify energy efficiency 

solutions for higher density residential buildings 

and develop a toolkit to assist Owners’ 

Corporations to overcome some of the legal, 

administrative and institutional barriers which 

currently hinder energy efficiency upgrades in 

these types of properties. 

Outcomes include a toolkit on energy and water 

retrofits for apartment buildings, including legal 

and technological solutions. Will employ a project 

officer – 4 days /week 

Duration 

2010-12 


Accord 

$251,825 


MEFL 

Sustainable design assessments in the planning 

process roll-out project 

Developing councils’ internal processes with 

ESD, to roll out across Victoria; funding for project 

coordinator and technical officer, running regional 

and metro sessions and capacity building 

2010-12 


Accord 

$125,420 


Yarra Council 

NAGA 

Talking my Language: environmental information 

and action in diverse communities 

2010-12 


Accord 

$50,000 


NAGA and members 

NAGA Sustainable Public Lighting – Stage 3 

Addressing waste issues arising from bulk 

change of mercury vapour lights; and design 

issues and opportunities in new estates and 

growth areas 

2010-11 


Accord 

$50,000 

City of Yarra 

NAGA and members 

DSE 

Local energy consumption data access and 

application 

Towards Zero Net Emissions Plan: Regional 

implementation 

Accessing and utilising local energy consumption 

data by building formalised agreements with 

distribution businesses and developing data tools 

to analyse and communicate the data 

2010-11 


Fund 

$506,306 

Nillumbik Shire 



NAGA 

Victorian Sustainable Streetlight Project 

Four local councils will reduce their greenhouse 

emissions from street lighting; the first ever large 

scale replacement of mercury vapour street lights 

with more energy efficient street lighting. The 

project will replace 3,680 80W street lamps with 2 

x 14W lamps; reducing power consumption by 68 

per cent and saving 28,000 tonnes of greenhouse 

gas over the 20 year life of the lamps. 

2008-10 





Funding 

EcoLiving 

Centre grant 


Partners 

North 

East 

Neighbourhood 

Houses 

Darebin, Banyule, 

Yarra, Whittlesea, 

Nillumbik Councils, 

NAGA 


Greener Houses Growing Greener 

Neighbourhoods 

5 neighbourhood houses 

Duration 

2008-10 


Accord 

$230,000 



Yarra, Darebin and 

Moreland Councils, 

NAGA, RMIT, DoJ, 

Accelerating Sustainable Building in Local 

Government 

This project will develop an approach to reduce 

the use of energy, water, materials and minimise 

greenhouse emissions and waste in buildings in 

the local government sector and implement a 

number of pilot projects. 

2007-9 


Accord 

$50,000 

Banyule City Council 

NAGA and NAGA 

members 

DSE, MAV 

NAGA 2006 – 2009 Public Lighting Action 

Program: Stage 2 

Developing a strategic state-wide business case 

for changeovers to sustainable lighting 

Testing of streetlighting control gear 

2007-8 


Accord 

$180,000 

City of Yarra 

NAGA and NAGA 

members 

Towards Zero Net Emissions in the NAGA Region 

Research a regional zero net emission target, 

including quantification of regional emissions 

(baseline data); opportunities for emissions 

mitigation; and for local government involvement 

in offsets provision 

2007-9 


Fund 

$180,000 

Village Green 

NAGA and members: 

Banyule, Darebin, 

Hume, Manningham, 

Melbourne, Moreland, 

Nillumbik 

and 

Whittlesea 

Vic1000 Sustainable Business Management 

Train small businesses in environmentally 

sustainable management practices, focusing on 

waste, water, energy and transport; build 

community capacity in sustainable business 

management. 

Delivered in 5 regions across Victoria, including 

NAGA region 

2007 


Fund 

$350,000 

Moreland 

Foundation 

Energy 

Take Action on Electric Hot Water and Air 

Conditioning 

Air conditioning and water heating are two of the 

most significant and inefficient uses of electricity 

within the home. Energy consumption from these 

appliances is being further examined through 

research, appliance audits and equipment trials 

conducted as part of this project. A survey of 

water heating and air conditioner usage in 500 

households will help to increase understanding of 

the penetration of these appliances in the 

residential sector. 

2006-8 





Funding 


Accord 

$143,000 


Partners 


NAGA and NAGA 

members 

SV, DSE, ICLEI, MAV, 

other Regional Alliances 


NAGA 2006-9 Public Lighting Action Program 

Through the creation of Sustainable Public 

Lighting Action Plans for NAGA member councils, 

build capacity to deliver large scale public lighting 

improvements. 

Duration 

2006-9 


Fund 

$330,139 


Banyule City Council, 

City of Whittlesea 

Sustainable Homes program 

Creating sustainable homes is the focus of this 

innovative education program focusing on 

household actions to save water and energy, 

reduce waste and cut greenhouse gas emissions. 

A series of workshops, promotions and a home 

sustainability kit is assisting residents in the cities 

of Darebin, Whittlesea and Banyule to take 

actions at home, together saving an estimated 56 

million litres of water, reducing household waste 

by 280 tonnes and cutting greenhouse gases by 

nearly 6,000 tonnes. 

2006-10 


Fund 

$125,360 


NAGA and NAGA 

members 

Community Power 6000 Plus 

Workshops, home visits, energy audits, energy 

starter kits, fridge magnets and workshops are 

just some of the tools that will be used in this 

project to promote the uptake of GreenPower 

across five councils – aiming to reduce 

greenhouse pollution by 40,000 tonnes. 

2006-9 


Accord 

$88,000 



Evaluate approaches to sustainability assessment 

in the planning system. 

This project involves evaluation of council 

approaches to sustainability in the planning 

system and the development of council networks 

to encourage dialogue on sustainable built 

environment outcomes through planning 

approaches 

2006-8 

Community 

Support Fund 

$500,000 

Moreland Energy 

Foundation 

NAGA, Cities of 

Melbourne, Whittlesea, 

Darebin and Moreland 

Councils, 

Victoria University, 

Yarra Valley Water, 

DPCD, DSE 

Sustainability Street – Northern Metropolitan 

Melbourne Community Greenhouse Action 

The NAGA Sustainability Street project is a 3 year 

(2006-2009) community education project, which 

provides practical information, solutions and 

support to help people live more sustainably 

through establishment of at least 18 sustainable 

neighbourhoods in Melbourne’s northern suburbs. 

2006-9 

Federal 

Australian 

Greenhouse 

Office Grant 

$25,000 


NAGA and NAGA 

members 

NECA, SV 

Energy Services Sector Development: Green 

Electricians 

Energy Smart Electricians program, providing free 

information seminars and free training for 

electricians in the region to expand their expertise 

in the application of emerging technologies and 

government regulation for energy efficiency. 

2006 





ATTACHMENT 3 

Benefits of Regional Collaboration and Local Government Membership of NAGA 

Projects and 

Actions 

Detail 

Resulting Benefits for 


Associated 

Partners 

NAGA Strategic 

Direction 

Climate Change Actions Responses 

Provision of energy 

consumption data 

NAGA has negotiated with 

electricity and gas distribution 

businesses for regular provision 

of municipal energy 

consumption data 

 

 

 

ongoing actual data 

provision 

facilitating stakeholder 

relationships 

streamlining data provision 

DSE 

DPI 

distribution 

businesses 

Development of 

Business Cases 

NAGA has developed business 

case for streetlighting bulk 

change that then led to State 

Govt (DTF) modelling 

 

contribution to/informing 

Council budgeting 

processes 

DSE 

DTF 

MAV 

DPCD 


Direction 

Regional Scale Collaboration 

Strategic planning, 

modelling of 

municipal emissions 

and emission 

reductions 

Towards Zero Net Emissions 

Regional Plan development 

modelled emissions for the 

region as a whole as well as for 

each municipality 

 

municipal emissions 

modelling and calculations 

to support council’s own 

strategic planning 

DSE 

Grant funding 

Grant funding applications 

prepared; many applications 

require partnerships or 

collaborative approaches to 

support eligibility criteria 

(see table of grants funded 

projects) 

 

additional funding and 

projects activity 

DSE 

Victorian Local 


Accord 

SV 

DCCEE 


Direction 

Advocacy 

Advocacy 

NAGA prepares submissions to 

a range of inquiries, as well as 

participating in selected 

campaigns (e.g. Green Light 

campaign). 

(see table of advocacy 

submissions) 

 

 

 

streamlining advocacy 

processes 

informing council policy 

development 

strengthening council’s 

voice through a 

collaborative approach 

State and 

Federal Govt 


Direction 

Capacity Building 

Capacity building 

and technical 

development 

NAGA organises a range of 

technical working groups, 

seminars and presentations. 

Recent events include: 

Council Connections – 3 

seminars focusing on 

adaptation for metro local 

councils 

 

 

support Council staff skills 

development 

expand Council staff 

knowledge of technical 

solutions, consultants, 

networks, etc 

VCCCAR 

DSE 

SV 

DPCD 

DoH 

VLGA 

MAV 

 

Streetlighting working 





Projects and 

Actions 

Detail 

Resulting Benefits for 


Associated 

Partners 

group meetings every 2 

months 

 

Adaptation planning 


Direction 

 

Carbon price pass through 

NAGA Governance 

 

 

 

Memorandum of 

Understanding 

governance structure & 

terms of reference 

website (including 

members’ only section) 

 

 

shared understanding of 

members’ responsibilities 

as part of NAGA 

membership 

accountability and ensuring 

value for money from 

Council funding and time 

contributions 

NAGA members 

MAV 

VLGA 





NAGA Advocacy Submissions 

ATTACHMENT 4 

NAGA Advocacy Submissions 2011-12 

Issue/Policy Title Date 

Victoria: Sustainability 

Fund priorities 

Sustainability Fund Priority Statement 2 August 2011 

Federal: carbon price 

legislative package 

Clean Energy Legislative Package 15 August 2011 

Federal: carbon offsets 





Victoria: Climate Change 

Act 2010 



Productivity Commission: 

adaptation 

Review of the National Carbon Offsets Standard 

Discussion Paper 

Community Energy Efficiency Program 

Consultation Paper on program design options 

Clean Energy Finance Corporation: Expert Review 

no NAGA 

submission 

prepared 

21 October 2011 

no NAGA 

submission 

prepared 

Review of the Climate Change Act 2010 28 Nov 2011 

Energy Efficiency Information Grants 

Consultation on the proposed grant design 

6 Dec 2011 

Barriers to Effective Climate Change Adaptation 16 Dec 2011 

NAGA Advocacy Submissions 2010-11 

Issue/Policy Title Date 

urban design 

Sustainability Victoria 

Strategic Review 

energy data/carbon price 

energy data/carbon price 

urban policy 

new ministers 

VEET/ESI 

Streetlighting 

Green Power/NGERS 

Streetlighting 

Vic Climate Change Bill 

Inquiry into Environmental Design and Public Health 

Parliament of Victoria Environment and Planning References 

Committee 

June 2011 

Sustainability Victoria Strategic Review June 2011 

Accessing local energy consumption data 

Parliamentary Secretary for Climate Change and Energy 

Efficiency 

Accessing local energy consumption data 

Garnaut Review Update 

National urban policy discussion paper 

Federal Dept of Infrastructure 

letters to Vic Coalition govt ministers for energy, and 

sustainability, congratulating them on their appointment 

Submission to the Expansion of the Energy Saver Incentive 

DPI 

participant in the Give our Streets the Green Light campaign 

(coordinated by MAV) 

Discussion Paper – treatment of voluntarily purchased 

renewable energy in the National Greenhouse and Energy 

Reporting System 

AER Draft decision: Victorian electricity distribution network 

service providers 

Distribution determination 2011–2015 

Victorian Climate Change Bill/White Paper ‘Taking Action for 

Victoria’s Future’ 

May 2011 

April 2011 

March 2011 

Dec 2010 

Nov 2010 

July – Nov 

2010 

Sept 2010 

August 2010 

August 2010 




REPORT NO: 

REPORT TITLE: 

SOURCE: 

DIVISION: 

FILE NO: 

AE59 

Update on Development Contributions for Merrifield 

West and Lockerbie Precinct Structure Plans 

Lucy Anderson, Strategic Planner 


HCC11/497-03, HCC11/568-03 

POLICY: - 


Appearance of the City and Environment 


The Merrifield West and Lockerbie Precinct Structure Plans (PSP’s) have recently been 

submitted by the Growth Areas Authority (GAA) to the Minister for Planning for approval. 

This report provides an update on the Development Contributions Plans (DCP’s) for both 

PSP’s and outlines the issues that are still outstanding following Council’s submissions to the 

draft PSP’s. It is recommended that Council write to the Minister for Planning to request that 

the PSP’s be considered through a Panel Hearing, and subsequent to that, Council work with 

the major developers in the PSP areas to reach agreement on the outstanding matters and 

amend the PSP’s accordingly. 



2.1 note the information provided in this Council report; 

2.2 write to the Minister for Planning to request that the Precinct Structure Plans be 

independently reviewed through a Minister appointed Planning Panel or 

Advisory Committee; and 

2.3 work with major developers to reach mutual agreement on outstanding matters, 

and request to amend the Precinct Structure Plans accordingly. 


Planning and Environment Act 1987. 






4.1 Because these PSPs are being considered under 20 Part 4 of the Planning and 

Environment Act 1987, there is no requirement for a formal exhibition to occur. The 

GAA carried out a ‘public consultation’ period for one month (18 November – 23 

December 2011) where the draft plans could be viewed and submissions could be 

made to the GAA. There were 32 submissions received for Lockerbie PSP and 21 

submissions received for Merrifield West, however, there is no requirement under 20 

Part 4 of the Act for these submissions to be considered or to take the matter to a 

Planning Panel Hearing. 

4.2 To ensure that the residents nearby to both PSP areas were aware of the proposed 

PSPs, Council officers conducted an information night at Craigieburn Leisure Centre on 

14 December 2011, where members of the public were invited to view the draft plans 

and ask Council officers questions regarding the process that was being undertaken by 

the GAA. Approximately 50 residents attended. 



5.1.1 Both the Lockerbie PSP and the Merrifield West PSP have been assessed as 

‘priority’ PSPs by the Growth Areas Authority (GAA). Assessment of these 

PSPs commenced in October 2011. It is understood that both PSP’s have 

recently gone to the Department of Planning and Community Development 

(DPCD) for Ministerial Approval. 

5.1.2 The following section outlines the facilities that officers consider appropriate 

for the PSP areas and the GAA’s position on the various items. 

5.1.3 Merrifield West Precinct Structure Plan 

(a) 

In its current form, Merrifield West PSP is expected to yield 7,115 lots 

with a population of approximately 20,000 people. 

(b) Some key considerations for the provision of facilities in Merrifield 

include: 

(i) 

(ii) 

(iii) 

The area is separated from existing urban development and due to 

its isolation; further consideration needs to be given to the type of 

facilities provided, and the timing around the provision of them; 

The Merrifield West PSP is adjacent to the Kalkallo Retarding 

Basin. This area is proposed to be the site of a future ‘regional’ 

open space facility, however if and when this will occur is still 

unknown; 

The Merrifield Town Centre does not form part of this PSP, and its 

components are unknown at this stage; 





(iv) 

(v) 

A monetary contribution has been made towards a Library and an 

Indoor Active Recreation Precinct in Lockerbie. However, the 

contribution is only for the cost of the land, with no contribution 

being made towards the cost of construction of either facility. 

There is also contributions for land for the same facilities in 

Merrifield West PSP. Essentially the Merrifield West and 

Lockerbie PSP’s are suggesting that Council will develop a Library 

and Active Recreation precinct in each PSP area with only 

development contributions to the cost of the land and none to its 

construction. This level of provision is beyond what Council will 

provide elsewhere and points to a lack of integration between the 

PSP’s. Ultimately, a determination will need to be made of 

whether a Library and Indoor Recreation Precinct is required in 

both areas. 

Council should note the financial burden of constructing a Library 

and an Indoor Recreation Precinct in both areas, as contributions 

to these facilities from future PSP’s or other developments will be 

limited. 

(vi) Aitken Boulevard is proposed to be constructed adjacent to the 

Merrifield West PSP area and the retarding basin, however 

because the road is not actually within the PSP boundary, the work 

undertaken by the GAA has not convinced the developers 

Merrifield West PSP should contribute funding towards its 

acquisition and construction, leaving the future provision of this 

infrastructure in doubt. 

5.1.4 Table 1: Key items Council officers raised with the GAA prior to approval: 

REQUESTS MADE BY COUNCIL 

DURING PSP PROCESS 

Request that the 1Ha local parks 

be reduced to 0.75ha with the 

residual 0.25ha of land gained by 

reducing the size of the local parks 

to be redistributed to a new 5ha 

subdistrict space. 

10.25ha district active open space 

reserves 

5ha subdistrict open space to 

accommodate alternative sports, 

such as lawn bowls, rugby, 

softball. 

1.2ha site for the northern 

community hub, which could then 

house a suite of services, including 

Long Day Child Care and a 

Community Arts Hub 

HAS IT BEEN 

INCLUDED IN 

PSP? 

In part. 

In part. 

No. 

Yes. 

FINAL OUTCOME 

The GAA decreased the size of the local parks 

from 1ha to 0.75ha as per Council’s request, 

however did not redistribute the residual 

0.25ha from each park to any larger space. 

Therefore there is now less open space than 

there was in the original version of the PSP 

The GAA would not increase the size of the 

active open space to 10.25ha, but did amend 

the plan to relocate a 0.75ha local park to 

adjoin the active space reserve, which gives 

an overall land size of 10.25ha. 

The GAA did not include a 5ha subdistrict 

space as requested by Council. 

The land size of the northern hub was 

increased to 1.2ha. 





Request for a community 

development worker and a 

community bus to service the 

needs of the community until such 

time as public transport is 

established in the area. 

No. 

The GAA did not include the Community 

Development Worker, or the Community bus 

and driver in the DCP. Both of these items 

were included in the Highlands Local Structure 

Plan in 1993, as they were considered 

necessary for the community in Highlands. 

Given that the future community of Merrifield is 

even more removed from the existing areas 

than Highlands was in 1993, its considered 

imperative that these items be provided to 

ensure that the future community has access 

to required facilities and services. Council 

officers have suggested these items could be 

included as a condition of permit but should be 

referred to in the PSP document. It is unknown 

if this has occurred or not 

5.1.5 The table below outlines the total contributions that the current DCP contains. 

This table does not show the additional items that Council has requested to be 

included, such as community transport. Should Council require these 

additional items to be delivered, funding would need to be sourced outside of 

the DCP. 

Table 2: Summary of development contributions for Merrifield West as shown in the DCP: 

Item Cost Cost per lot 

(7,115 lots) 

Amount 

contributed by 

Merrifield West 

Shortfall 

Total active 

recreation 

LAND: 

$49,360,000 

CONSTRUCTION: 

$30,478,000 

$79,838,000 $11,221.10 $68,838,000 (86%) 

LAND: 

$38,360,000 

CONSTRUCTION: 

$30,478,000 

It is intended that 

other future PSP’s 

should fund the 

remaining $11M for 

regional open space 

and land for an 

aquatic centre in the 

town centre. The 

actual amount 

recovered in 

unknown and would 

involve PSP’s 

outside Hume City 


$11,000,000 





Total community 

facilities 

LAND: 

$5,800,000 

CONSTRUCTION: 

$16,343,000 

Total road and 

intersection cost 

$22,143,000 $3,112.16 $20,809,667 (94%) 

LAND: 

$4,466,667 

CONSTRUCTION: 

$16,343,000 

Only 33.33% of the 

land cost for the 

Library is being 

funded 

$19,155,194 $2,692.20 $17,093,261 (89%) 

IT07 is only 30% 

funded by DCP as it 

is outside of the 

PSP area. 

$1,333,333 

Intended to be 

recovered by 

other PSP’s in 

the area. Note, 

only cost of land 

for Library. 

$2,061,933 

Should be 

recovered by 

other PSP’s in 

the area, 

otherwise may 

have to be 

funded by 


TOTAL $102,071,000 $17,038.10 

per lot 

$106,830,928 $14,395,266 

5.1.6 Lockerbie Precinct Structure Plan 

(a) 

(b) 

Lockerbie PSP is expected to yield 10,600 lots with a population of 

approximately 31,100 people. 

Some key considerations for provision of infrastructure in Lockerbie 

include: 

(i) 

(ii) 

(iii) 

(iv) 

The area is separated from existing urban development and due to 

its isolation; further consideration needs to be given to the type of 

facilities provided, and the timing around the provision of them; 

Lockerbie PSP area falls over 3 municipalities, which will present 

new challenges to Council regarding collecting funds for various 

infrastructure items; 

The Lockerbie Principle Town Centre has been included as part of 

this PSP, however the timing around when the town centre would 

be developed is unknown; 

The township of Kalkallo has not been included in the PSP area, 

which means it has not been taken into account with regards to 

pressure on services from those residents, or how Kalkallo should 

be developed in the future; 





(v) 

This PSP is planning for an area as large as Sunbury; 

(vi) The large amount of bridges, intersections and major roads 

required for this PSP is increasing the cost of the DCP which is 

resulting in the GAA underproviding community facilities such as 

open space and community hubs in an attempt to keep the DCP 

as low as possible. It currently sits at $265,212 per net 

developable hectare, whereas a PSP such as R2 Craigieburn was 

$114,000 per net developable hectare, but relies upon the delivery 

of major infrastructure to support the development being delivered 

in the adjoining Highlands estate. 

(vii) The lack of provision of Maternal and Child Health services is a 

key issue within this PSP. The Maternal and Child Health Service 

is an integral component of a comprehensive system of child and 

family services. The Service provides a universal health service for 

children from birth to school age, focusing on promotion of health 

and development, prevention, early detection and intervention for 

physical, emotional and social factors affecting young children. 

Ease of access to Maternal and Child Health Services within local 

neighbourhood helps to support the delivery of healthy and socially 

resilient communities. The PSP in its current form does not deliver 

these outcomes. 

(viii) A monetary contribution has been made towards a Library and an 

Indoor Active Recreation Precinct in Lockerbie. However, the 

contribution is only for the cost of the land, with no contribution 

being made towards the cost of construction of either facility. 

There are also contributions for land for the same facilities in 

Merrifield West PSP. A determination will need to be made of 

whether a Library and Indoor Recreation Precinct is required in 

both areas. 

(ix) 

Council should note the financial burden of constructing a Library 

and an Indoor Recreation Precinct in both areas, as contributions 

to these facilities from future PSP’s or other developments will be 

limited. 

5.1.7 Table 3: Key items Council officers have raised with the GAA to be included 

in the DCP: 

REQUESTS MADE BY 

COUNCIL DURING PSP 

PROCESS 

0.75ha for the majority of the 

local parks with the residual 

0.25ha of land gained by 

reducing the size of the local 

parks to be redistributed to a 

new 5ha subdistrict space 

HAS IT BEEN 

INCLUDED IN 

PSP? 

In part. 

FINAL OUTCOME 

The GAA decreased the size of the local parks 

from 1Ha to 0.75Ha as per Council’s request, 

however did not redistribute the residual 0.25ha 

from each park to any larger space. Therefore 

there is now less open space than there was in 

the original version of the PSP 





10.25ha district active open 

space reserves 

Two 5ha subdistrict open 

spaces to accommodate 

alternative sports, such as 

lawn bowls, rugby, softball. 

One of these spaces is created 

by reducing the size of the 

local parks as discussed above 

1.2ha site for the central 

community hub, which could 

then house a suite of services, 

including preschool, MCH, 

Long Day Child Care and a 

Community Arts Hub 

A larger southern community 

hub that includes a Maternal 

and Child Health component. 

Additional funding for both 

Community Hubs 

Given the isolation of the area 

from existing communities, the 

need for a community 

development worker and a 

community bus to service the 

needs of the community until 

such time as public transport is 

established in the area 

In part. 

No. 

Yes. 

No. 

No. 

No. 

The GAA would not increase the size of the 

active open space to 10.25ha, but did amend 

the plan to relocate a 0.75ha local park to 

adjoin the active space reserve, which gives an 

overall land size of 10.25ha. 

The GAA has not included the two 5ha 

subdistrict spaces or reconfigured the open 

space facilities as requested by Council 

The land size of the northern hub was 

increased to 1.2ha. 

The southern community hub does not include 

a Maternal and Child Health component, even 

though the GAA’s own background reports 

indicate that additional MCH components (3-4 

rooms) would be required for a community of 

this size. Only 2 rooms for the entire PSP is 

provided. Current experience in Craigieburn 

suggest a much higher level of MCH provision 

would be required than currently planned. The 

GAA’s proposed size of the hub internal 

footprint is only 750sqm, which would not even 

allow space for the provision of 2 preschool 

rooms, let alone other necessary facilities. 

Both Community Hubs are underfunded in 

terms of the level of provision and size of 

building that Council considers is required. 

Even though the Community Hubs planned by 

the GAA are fully recoverable through the DCP, 

for the level of provision Council considers 

necessary, the Central Community Hub is 

underfunded approximately $3.7 million, and 

the Southern Community Hub is underfunded 

approximately $2.7 million. 

The GAA has not included the Community 

Development Worker, or the Community bus 

and driver in the DCP. Both of these items were 

included in the Highlands Local Structure Plan 

in 1993, as they were considered necessary for 

the community in Highlands. Given that the 

future community of Lockerbie is even more 

removed from the existing areas than 

Highlands was in 1993, its considered 

imperative that these items be provided to 

ensure that the future community has access to 





There are a number of bridges 

and intersections which involve 

State infrastructure and 

therefore could be funded 

through GAIC rather than the 

DCP. This would bring the 

overall cost of the DCP down 

significantly and would allow 

more funding to be contributed 

to the items listed above that 

Council consider necessary, 

such as additional open space 

and larger Community hubs 

In part. 

required facilities and services. Council officers 

have suggested these items could be included 

as a condition of permit but should be referred 

to in the PSP document. It is unknown if this 

has occurred or not. 

The GAA have put forward a position to 

VicRoads that three of the items (Gunns Gully 

Hume Highway interchange, Gunns Gully rail 

overpass, Cameron Street freeway overpass) 

should be considered as State infrastructure 

and therefore should be funded as GAIC Works 

in Kind. However the GAA have stated that 

Council need to acknowledge and confirm that 

if these items are removed from the DCP and 

funded through GAIC, that they will be low 

priority, long term projects that may not be 

completed for many years. This shows a 

fundamental flaw with the State Government 

accelerating these PSPs without being willing 

to commit to the necessary infrastructure to 

service them. 

5.1.8 The table below outlines the total contributions that the current DCP contains. 

This table does not show the additional items that Council has requested to be 

included, such as community transport. Should Council require these 

additional items to be delivered, funding would need to be sourced outside of 

the DCP. 

Table 4: Summary of development contributions outlined in the Lockerbie DCP: 

Item Cost Cost per lot 

(10,600 lots) 

Amount 

contributed by 

Lockerbie 

Shortfall 

Total active 

recreation 

Total community 

facilities 

$79,827,000 $7,530.85 100% 

($79,827,000) 

$22,905,000 $2,160.85 100% 

($22,905,000) 

$0 

$0 (for the level 

of provision 

proposed by the 

GAA. For the 

level of 

provision 

considered 

necessary by 

Council, it is 

underfunded 

$6.2 Million). 





Total road, bridge 

and intersection 

cost 

$49,749,173 $4,693.30 91% (one bridge 

is 50% 

apportioned to 

future PSP on 

east side of rail 

line) 

($45,634,056) 

$4,115,117 

(should be 

recovered by a 

future PSP on 

east side of rail 

line, within 

Whittlesea 

Council). 

TOTAL $152,481,173 $14,385 per lot $148,366,056 $4,115,117 

5.1.9 Next steps available to Council: 

Given that both PSPs have already been submitted to the Minister for 

Planning for approval, Council has exhausted options to influence the PSPs 

and DCPs for these before they are approved. As there are still many 

outstanding items that Council is not satisfied with, Council officers have 

forwarded their concerns and the GAA’s response to them to the Department 

of Planning and Community Development (DPCD) to ensure that Council’s 

concerns are on record and included as part of any Ministerial briefing note. In 

discussions with DPCD officers they have indicated it is their intention to 

include discussion on the matters that are still to be resolved in their briefing 

material to the Minister. 

5.1.10 Options following approval available to Council include: 

(a) 

Continue to work with developers and change the PSP: 

(i) 

(ii) 

Working towards a more favoured outcome with the major 

developers in the PSP areas, and approaching DPCD to seek an 

amendment to the PSPs and DCPs. If both Council and the 

developers can come to an agreement on the outstanding items 

discussed in this report, it will assist in getting authorisation to 

amend the documents. 

At this stage all indications from both MAB and Stockland is that 

they would like to work with Council to ‘iron out’ outstanding 

issues. What is uncertain is the degree to which the developers 

would seek to change the PSP and DCP. 

(b) 

Council initiated change to PSP 

(i) 

Should Council not have the support of the developers, Council is 

still able to approach DPCD to seek authorisation to amend the 

documents, however it will be a more difficult task to achieve 

without the support of the major landowners. Gaining DPCD’s 

support for amending the PSPs would also depend on timing of the 

request. Both the outcome of the request and any process arising 

from it is difficult to predict. 





(c) 

Change as part of DCP review 

(i) 

It is written into the DCPs that it is expected that they are revised 

and updated every 5 years, or more if required. The responsibility 

of the review rests with the Lead Collecting Agency, which will be 

Council. Therefore Council has the opportunity to review and 

update the DCP at a time that Council deems appropriate to do so, 

in consultation with the other Collecting Agencies. 

(d) 

Legal Status 

Council should note that legal advice received in other PSPs indicates that 

under Part 3B of the Planning and Environment Amendment (Growth Areas 

Infrastructure Contribution) Act 2010, there is no power in the Minister, or any 

other person, to individually impose any obligation on the Council to deliver 

infrastructure not otherwise wholly-funded by the levy imposed under a DCP. 

This means that Council does not have to accept responsibility for delivery of 

infrastructure not fully funded by the DCP despite its incorporation into the 

planning scheme. This may assist where there are items in the DCP that 

Council does not support and provides a basis to review the PSP and DCP, 

however it does not assist where there are items missing from the DCP that 

Council has advocated for. 


It is recommended that Council write to the Minister for Planning to request that the PSP’s be 

considered through a formal Panel or Advisory Hearing, and additional to that, work with the 

major developers in the PSP areas to reach a mutual position on the outstanding items 

outlined in this report, in preparation to amend the PSP documents. These issues should 

also be discussed in a meeting Council has previously sought with the Minister for Planning.

Agenda - Hume City Council

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