Scheduled Council - Agenda

“This public meeting is being recorded to improve access to the meeting for our community. The recording will be published and will be retained by Council in accordance with Council’s legal obligations. As a visitor in the public gallery, your presence may be recorded.”

1. Acknowledgement to Country

It is my privilege to respectfully acknowledge the traditional custodians of our wonderful country. We give our thanks to our ancestors whose vision, determination, innovation and resilience built our prosperous inclusive and democratic country. We acknowledge that we are the proud inheritors of this legacy, and we accept the challenge to continue to nourish and nurture our communities and we pledge to work to implement and enhance opportunities for the benefit of future generations, our children and their children into the future.

2. Opening Prayer

Almighty God, we humbly ask thee to bless and guide this council in its deliberations so that we may truly preserve the welfare of the people whom we serve. Amen

3. Present

Councillors:

Irene Grant, David Fuller, Harry Bussell, Harvey Benton, Ashlee Fitzpatrick, Allison Winters, Tania Maxwell

Officers:

Brendan McGrath, Chief Executive Officer; Marcus Goonan, Director Community and Infrastructure; Tom Coelli-Donaghy, Acting Director Corporate and Leisure; Stephen Swart, Director Sustainability and Culture

Administration:

Executive Services Coordinator; Councillor and Executive Services Support Officer

4. Absent

Officers: Sarah Brindley, Director Corporate and Leisure

5. Acceptance of Apologies & Granting of Leave of Absence

Order of Business

6. Citizen Ceremony

Wednesday 21 May 2025

7. Confirmation of Minutes

Resolution:

(Moved: Councillor D Fuller/Councillor H Benton)

That Council read and confirm the Minutes of the Scheduled Meeting of 22 April 2025 as a true and accurate record of the proceedings of the meeting.

Carried

8. Conflict of Interest Disclosure

In accordance with section 130 of the Local Government Act 2020 a councillor who has a conflict of interest in respect of a matter must disclose the conflict of interest in the manner required by Council's Governance Rules and exclude themselves from the decision making process in relation to that matter, including any discussion or vote on the matter and any action in relation to the matter.

Clause 28.1 of Council's Governance Rules requires a councillor to indicate that they have a conflict of interest by clearly stating:

(a) the item for which they have a conflict of interest; and

(b) whether their conflict of interest is general or material; and

Immediately prior to the consideration of the item in which they have a conflict of interest, a councillor must indicate to the meeting the existence of the conflict of interest and leave the meeting.

A councillor who discloses a conflict of interest and leaves a Council meeting must not communicate with any participants in the meeting while the decision is being made.

9. Reception of Petitions

10. Hearing of Deputations

Presentation of Reports

For full transcript, please refer to the recording on the Rural City of Wangaratta YouTube channel.

Time markers are noted in (minutes:seconds) format.

11. Councillor Reports

Councillor Dave Fuller (04:23)

Subject Matter:

Gender Based Violence

Background:

A recent unfortunate death compels me to amplify the state of play in our region. I attended the Firey Lou rally, and felt the need to seek further information from industry, Jamie Chubb CEO of Centre Against Violence was able to provide background, and I would like to minute it for consideration by community.

Thank you Chair.

I would like to take a moment to speak to a topic that once again touches our community in an unfortunate way.

It is unfortunately all too common we encounter stories of gendered violence, and in some circumstances death by domestic partner or known associate.

Recently we attended an awareness event collated by local sporting clubs to draw a conversation about the impact, and the need for more action at a local level.

Whilst within these four walls we are not resourced to create prevention, we are well versed in our ability to advocate to higher levels of government, and we are certainly able to assist stake holders such as the Centre Against Violence, to elevate discourse in our community.

From sporting clubs to community organisations there is a part, albeit at times a small role, that collectively we can play in working to change the tone on domestic and gendered violence. At council level I look forward to having a conversation with my colleagues about potential future actions we can consider in order to help this conversation:

1. Policy Integration with stakeholders to encourage standards of conduct we set

2. Training and resource collaboration with industry and peak bodies

3. Community awareness across multiple channels and events

Things we can do at a local level to work towards lowering the instances of this scourge affecting a number of people both outwardly, and silently.

Thank you again for allowing me the time to present this report, attached and minuted will be some sobering statistics – I won’t read them all – but do encourage you too.

Resolution:

(Moved: Councillor A Fitzpatrick/Councillor T Maxwell)

Councillor A Fitzpatrick moved a motion:

That Councillor Dave Fuller’s Report be noted in the Minutes.

Please refer to Appendix 1 for report.

Carried

Mayor Irene Grant (06:36)

My report is to update this meeting on council activity in response to the Emergency Services Volunteer Fund (being imposed by the State Government on 1 July) and the community protest against the proposed 550 hectare solar factory at Meadow Creek.

With the ESVF, local landholders and the CFA have been active in their opposition to the new tax and the financial burden it will impose, in particular in rural areas.

The Rural City of Wangaratta Council is also concerned about the resource burden this will impose on the organisation and the financial issues it will highlight through the collection process – landholders have already said they won’t pay the tax – however the tax will be collected from councils regardless of the monies received.

There have been active and passive protests across the municipality demonstrating the inequity of this tax hike. The RCOW has advocated to the Treasurer, the Regional Cities group and to the MAV as well as signing a petition tabled in Parliament by State member Tim McCurdy.

Opponents of the Solar Factory met in Oxley on 22 May to demonstrate their concerns about the proposed industrial facility being built on prime agricultural land, asking the Planning Minister to visit the site and refuse the application.

The rally also raised concerns about the lack of appeal through VCAT, the fact this proposal is not in a designated Renewable Energy Zone, the fact that it is an opportunistic developer driven proposal, the significant environmental impacts on a major water catchment, as well as the impacts on agriculture and tourism.

The RCOW made a submission opposing the development on planning grounds and we have written to the Planning Minister restating our concerns against the proposal.

Council has also voiced opposition to Minister Symes, the MAV and RCV, opposing the changes that remove third party appeal rights to VCAT on large scale renewable energy projects.

To this day Minister has not accepted an invitation to actually visit the King Valley to understand the impact this development would have to agriculture, the environment, the social fabric of the community and of course to the local economy.

Resolution:

(Moved: Councillor D Fuller/Councillor A Fitzpatrick)

Councillor D Fuller moved a motion:

That Mayor Irene Grant’s Report be noted in the Minutes.

Carried

Mayor Irene Grant (09:37)

Vale Dianne Mangan who died on Saturday.

Dianne was the Gallery Director here at the Council for some time.

I knew Dianne very well. Dianne and I were the first through the inaugural Alpine Valley Leadership Program.

Dianne was someone who was instrumental in raising the profile of art and its associated culture here in the Rural City of Wangaratta. I think Dianne had the ability to make art a mainstream thing. She made a valuable contribution to our community through the gallery. She was, in fact, going to come on Saturday to an event that she actually initiated in the first instance.

So we say vale Dianne, and give thanks for the contribution that she made to her community.

Resolution:

(Moved: Councillor H Benton/Councillor A Fitzpatrick)

Councillor H Benton moved a motion:

That Mayor Irene Grant’s Vale to Dianne Mangan be noted in the Minutes.

Carried

Minutes Scheduled Council Meeting 4

Officers’ Reports

12. Executive Services

12.1 Former Ovens College Site - Rates Concession (10:57)

Meeting Type: Scheduled Council Meeting

Date of Meeting: 27 May 2025

Category: Strategic

Author: Director Sustainability and Culture

Approver: Director Sustainability and Culture

No Council officers or contractors who have provided advice in relation to this report have declared a conflict of interest regarding the matter under consideration.

Executive Summary

A rates concession has been requested by Nestd Developments Social Enterprise Pty Ltd (Nestd), who are in the process of purchasing the part of the former Ovens College site at 2-64 Greta Road, Wangaratta for the development of approximately 175 dwellings consisting of a mix of 1, 2 & 3 bedroom apartments and townhouses for social, affordable and key worker housing.

The rates concession request is specifically tied to 22 social housing units proposed to be developed on part of the site.

This report is presented to Council to:

· seek in principle support for a rate concession the help facilitate the redevelopment of part of the former Ovens College site at 2-64 Greta Road, Wangaratta.

· If a rate rebate is supported in principle, seek authorisation to be given to the CEO to enable the negotiation, and execution of an agreement for a rates concession based on the proposal detailed in this report and its attachments.

Resolution:

(Moved: Councillor H Benton/Councillor T Maxwell)

That Council:

1. Supports, in principle, applying a rates concession to 22 proposed social housing dwellings to be developed at 2-64 Greta Road, Wangaratta.

2. Authorises the CEO to finalise negotiations for the rates concession and execute an agreement for the rates concession.

Carried

Background

At the February 2023 Council meeting, Council endorsed Nestd as the preferred provider for the development of the land at 2-64 Greta Road, Wangaratta (Lot B PS821802 Volume 12309 Folio 440) for the purposes of social, affordable and key worker housing. Council also authorised the CEO to proceed with the statutory process to sell the land.

Since that decision Council has completed the formal sale of land process as required under the Local Government Act 2020 and has entered into a Contract of Sale with Nestd. Settlement of the land sale is yet to occur.

An agreement under Section 173 of the Planning & Environment Act 1987 has also been entered into with Nest to prescribe the form of the use and development of the land and the timeframes within which the development must occur. This Section 173 agreement has been registered on the title for the land.

More recently, a Development Plan for the site was approved by Council’s planning department, showing the proposed land use, building envelopes, typologies, setbacks, design objectives, landscaping and open space (see Attachment 1). A planning permit for the subdivision of the land has also been granted.

The proposed development includes circa 175 dwellings complemented by a range of community and commercial offerings, making this development one of the most significant developments within our municipality. It will have major economic and community benefit throughout the construction stages of the development, and in post construction.

Nestd has requested that Council consider a rates concession to help facilitate to proposed development and the associated community benefits. The proposed development is unique in its scale and mix of proposed uses and will generate the following clear public benefits:

· Delivery of much needed social, affordable and key working housing at a scale that will make a significant positive contribution to meeting demand for such housing and in a central location that is well suited for this purpose.

· Redevelopment of an unused former school site that has fallen into disrepair.

· Creation of an integrated development including non-residential uses that will be available to the broader community.

· The total cost of the development is currently estimated at more than $110m and it will have major economic benefits throughout the construction stages of the development, and post construction.

Considering the proposed development’s composition, scale, value and related public benefit, approval of a rates concession would not create a precedent that would apply to other social housing developments unless they are of a similar composition, scale, value and delivers similar broad community benefits.

An outline of the proposed rates concession is included in Attachment 2.

Implications

Policy Considerations

Affordable Housing Strategy 2024.

Financial/Economic Implications

The proposed development will have positive economic impacts for the community of the Rural City of Wangaratta, as mentioned elsewhere in this report.

The financial implications of the proposed rates concession are set out in Attachment 2.

Legal/Statutory

Local Government Act 1989

Section 169 relate to rebates and concessions, and specifically states:

(1) A Council may grant a rebate or concession in relation to any rate or charge—

(a) to assist the proper development of the municipal district; or

(b) to preserve buildings or places in the municipal district which are of historical or environmental interest; or

(c) to restore or maintain buildings or places of historical, environmental, architectural or scientific importance in the municipal district; or

(d) to assist the proper development of part of the municipal district.

Social and Diversity

As this development is for social, affordable and key worker housing the social impact delivering approximately 175 dwellings is significant. Homes Victoria data show that there is registered interest for 191 ‘1 bedroom apartments’ and, 93 ‘2 bedroom apartments’ in the municipality, this development would have substantial impact on addressing this need.

The proposed rates concession will help facilitate this development outcome and the associated public benefits.

Equity Impact Assessment (EIA)

There are no equity impacts identified for the subject of this report.

Environmental/Sustainability Impacts

There are no environmental/ sustainability impacts identified for the subject of this report.

Strategic Links

Council Plan 2021 – 2025

This report supports the 2021-2025 Council Plan through the following objectives and actions:

1. Nurturing our Wellbeing

Affordable Housing Strategy 2024

o To increase the supply of social, affordable and key worker housing in the Rural City of Wangaratta

o For social and affordable housing to be located in safe, clean, beautiful and friendly places to live, learn, work and play

2. Valuing our Environment

Enter specific strategies and actions from the Council Plan document

3. Expanding our Economy

Economic Development & Tourism Strategy 2024-2029

- 2.2 Facilitate an efficient and healthy housing market through optimised land uses planning and zoning regulations

o 2.2.1 Encourage housing developments that meet sustainability ad/or affordability criteria

Rural City of Wangaratta 2033 Community Vision

This report supports the 2033 Community Vision through the following objectives:

Enter specific objectives from the Community Vision document

Other strategic links

Homes Victoria – Big Housing Build

Risk Management

Risk Management Framework

Risks

Likelihood

Consequence

Rating

Mitigation Action

Development does not proceed / is not completed as proposed

Possible

Moderate

Medium

- The contract of sale has been

- constructed in a manner which reduces the risk to the council and the community.

- A Section 173 agreement has been registered to prescribe the form of the development and development timeframes.

- Enter into a suitable rates concession agreement to help facilitate the development.

Agreeing to the concession creates a precedent

Possible

Moderate

Medium

Approval of a rates concession would not create a precedent that would apply to other social housing developments unless they are of a similar composition, scale, value and delivers similar broad community benefits.

Consultation/Communication

Level of public participation

Promises to the public/stakeholders

Tools/Techniques

Inform/ consult

Council has completed:

· Notice to sell the land

· Notice of development plan application

Newspaper, Social Media, Connect Wangaratta, Councils Website

Corflutes on site

Letter to neighbours

Officers believe that appropriate consultation has occurred, and the matter is now ready for Council consideration.

Options for Consideration

1. Supports, in principle, applying a rates concession to 22 proposed social housing dwellings to be developed at 2-64 Greta Road, Wangaratta; and authorises the CEO to finalise negotiations for the rates concession and execute an agreement for the rates concession (recommended).

2. Council does not support, in principle, applying a rates concession to 22 proposed social housing dwellings to be developed at 2-64 Greta Road, Wangaratta; and does not authorise the CEO to finalise negotiations for the rates concession and execute an agreement for the rates concession.

Conclusion

The proposed development of part of the former Ovens College site accords with Council’s commitment to assisting to address the need for social, affordable and key worker accommodation for the municipality. Access to safe and affordable housing is a vital contributor to health and wellbeing and the development of the land will provide much needed housing stock across different housing types.

To help facilitate the proposed development of the land and deliver its public benefits, Council officers recommend supporting the requested rates concession and authorising the CEO to finalise negotiations for the rates concession and execute an agreement for the rates concession.

Attachments

1 Development Plan

2 Rates concession proposal - Confidential

Minutes Scheduled Council Meeting 6

13. Corporate and Leisure

13.1 2024/25 Quarter 3 Forecast Review (16:21)

Meeting Type: Scheduled Council Meeting

Date of Meeting: 27 May 2025

Category: Operational

Author: Management Reporting Coordinator

Approver: Manager People and Culture

No Council officers or contractors who have provided advice in relation to this report have declared a conflict of interest regarding the matter under consideration.

Executive Summary

This report is presented to Council to provide an update of Council’s financial performance and anticipated full year financial position based on developments over the last three months.

Resolution:

(Moved: Councillor D Fuller/Councillor A Fitzpatrick)

That Council approves the 2024/2025 Quarter 3 Forecast Review, including:

1. The decrease in the projected full year accounting surplus by $3.32m to $11.48m.

2. The decrease in capital works expenditure by $9.52m to $22.41m, including $6.70m of Carry Overs.

3. The Environmental Upgrade Agreement quarterly statement.

Carried

Background

Council has completed its third quarter financial reporting process to manage and monitor its financial performance against the 2024/25 Budget.

Council's 2024/25 Quarter 3 Forecast Report indicates a decline to the Accounting Surplus by $3.32m and to the Adjusted Underlying Operating Result of $2.15m.

There have been some substantial movements in the forecast this quarter which include several revenue categories having decreased. Capital grants are down by $4.32m, which includes $3.73m in carryovers and the removal of $580k allocated for the WSAC Power efficiency implementation. Cash - capital contributions have declined by $2.14 million due to a shift from cash to in-kind contributions, and a slowing of development in DCP areas. User fees have dropped by $1.20m, operating grants have decreased by $1.66m and reimbursements are down by $467k.

To minimise the impact of unfavourable movements with a cash impact within this financial year, council officers have undertaken a thorough review of all budgets and have captured $1.85m operating expenses savings within and net capital program savings of $2.24m. Also recognising $497k in additional other revenue streams incluing interest income. These unfavourable impacts are also being carefully considered in the development of the 2025/26 budget to ensure any corrective actions are taken proactively, and any ongoing adjustments are included.

Council is able to effectively manage its cash balances in the short term, however there is increasing pressure on council’s longer term financial outlook as headwinds continue to be experienced. This includes the ongoing impact of the rate cap, as well as continued growth in expenses well above the rate of CPI (e.g. for costs such as insurance and utilities). A Financial Sustainability program has commenced to develop strategies to counteract these pressures and further information will be provided on this in the next financial year.

Council’s 2024/25 capital works expenditure has decreased from $31.93m to $22.41m, a net decrease of $9.52m. This figure largely includes $6.70 m of carry overs of projects now to be delivered in the 2025/26 financial year, and $2.82m of savings in the 2024/25 Capital Works program per the recent savings review mentioned above.

Implications

Financial/Economic Implications

Quarter 3 Forecast Review

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The Chief Executive Officer is of the opinion that a revised budget is not required, pursuant to Section 97(3) of the Local Government Act 2020.

Accounting Surplus – Unfavourable decrease:

Council’s forecasted Accounting Surplus decreased by $2.15m as described below.

Statutory fees and fines, net decrease $198k:

Revenue from parking and animal infringements is $150k below budgeted levels, primarily due to staff shortages and the parking system reaching end of life, which has impacted enforcement capabilities

User Fees, net decrease $1.20m:

· The Early Childhood area is underperforming against the original budget, with a reduction of ($572k). This is primarily due to ongoing staffing shortages, which have impacted our ability to maintain required staff-to-child ratios and deliver services at full capacity.

· Community Care is showing a reduction of ($490k), mainly due to Nexus ceasing assessments, which accounts for around $150k. Additionally, there are still unresolved factors impacting the budget, including pending outcomes related to the ASPIRE program, and a contract that is yet to be finalised.

· Bowser landfill has seen a further reduction of waste acceptance of ($190k) due to cheaper alternatives at neighbouring councils, due to them benefiting from economies of scale and avoiding EPA levies, particularly in Albury. This reduction in waste intake will extend Bowser's lifespan by 7-8 years, delaying costly capital works.

· Parking meter revenue has further decrease with meters at end of life ($66k)

Contributions Cash, net decrease $2.14m:

· This decrease has been fully offset by non-cash contributions received and capitalised. Refer to Contributions – non-monetary

Contributions – non-monetary, net increase $5.42m:

· Capitalisation of subdivisions and developments from recent years resulting in an increase $5.42m

Operating Grants, net decrease ($1.66m):

· The number of available funding packages for Aged and Community Care has decreased by $1.18m

· The Resilient Actions across Hume Region Grant has been returned, totalling $130k

Capital Grants, net decrease $4.32m:

Carry over the following Projects ($3.73m)

· Wangaratta Netball Courts – Design - ($1.38m)

· WSAC Change Rooms & Amenities - ($1.25m)

· Safe System Pedestrian Program - ($897k)

· Design & Construction of Rowan Street Overpass Shared Path - ($200k)

WSAC Power efficiency implementation being reconsidered for inclusion in the 25/26 budget – ($580k)

Reimbursements, net decrease ($467k):

Not all components of the Natural Disaster funding claims were approved, resulting in a shortfall of ($467k)

Other Revenue, net increase ($497k):

· Increase in the interest earned on Investments has increase due to higher balance mainly due to the delay and savings in Capital works $445k

Employee Benefits, net decrease $1.60m:

Reduction of Employee Benefits to recognise YTD savings $1.6m, larger savings were identified within the following Business Units:

· Maintenance

· Horticulture

· Statutory Services

· Depot Services

· Aged and Community Care

· Family and Children’s Services

Materials and Services, net decrease $248k:

Council officers underwent a thorough review to identify savings in materials and services, below is the main variances:

Favourable variances

· Reduction in Home Care operating expenditure $519k

· Reduction in ICT projects $200k

· Reduction in Family Day Care contractors $154k, this is offset by reduced grant income

· Reduction of EPA levies at Bowser landfill $124k

Unfavourable variances

· Increase in expenditure in relation to previous Natural Disasters ($470k).

· Transfer of capital budget to line clearing ($223k) as previously endorsed by Council.

Depreciation

Please note that a review of depreciation figures is currently under review for year end.

Refer to the Income Statement on Attachment 1, Quarter 3 Forecast Review document for detailed commentary on the changes to Council’s 2024/25 projected position.

Capital Works

Council’s capital works expenditure has decreased from $31.93m to $22.4m, a net decrease of $9.52m. The decrease largely be attributed to projects identified to carry over to 2025/26 with the remaining identified as savings.

Projects to carry over to 2025/26 - $6.70m

· Plant replacement $1.47m

· CBD Parking meter renewal $60k

· Wangaratta Flood Mitigation Strategy and Design $1.40m

· Safe System Pedestrian Program $941k

· Design & Construction of Rowan Street Overpass Shared Path $200k

· Wangaratta Netball Courts – Design $1.38m

Projects where savings have been identified as they have either been delivered within budget or the scope can be reduced totalling $2.80m are:

· Replacement of Christmas Decoration $30k

· New groundwater bores - Bowser Landfill $60k

· Design for Ovens / Faithfull & Templeton roundabout $30k

· Rural Road Detailed Design and Constructs $43k

· LRCI Gravel Re-sheeting Program $223k

· SGA Trunk Drainage Design $150k

· WSAC Program Pool floor $18k

· Grandstand @ Showgrounds Refurbishment $95k

Year-to-date delivery of the Capital Works Program is $11.39m, with a further $8.46m of commitments in place.

Balance Sheet

Council’s working capital is in a strong position at 251% due to a high cash position from grant funding received in advance.

The fourth rates instalment was due in February and rates receivables continue to progress well with outstanding rates for the year of $12.07m as of 31st March 2025.

Environmental Upgrade Agreements – Quarterly Statement

Environmental Upgrade Agreements provide funding for sustainability or climate adaptation building upgrades. Under these loans, a lender provides finance to the property owner for the upgrade and repayment of the loan is administered through Council rates.

Section 181G of the Local Government Act 1989 requires that Council prepares a quarterly statement in respect of Environmental Upgrade Agreements.

There are two active Environmental Upgrade Agreements in operation with a total value of $57,048.33. Charges due this year total $4,263.48 with quarterly instalments of $1,065.87 payable.

Legal/Statutory

In accordance with section 94 of the Local Government Act 2020 (the Act), Council must prepare a budget for each financial year. Additionally, section 101 of the Act requires Council to apply principles of sound Financial Management. Section 97 of the Act requires the Chief Executive Officer, at least every three months, to prepare a statement comparing the budgeted financial performance with the actual performance to date and present this report to Council.

Section 181G of the Local Government Act 1989 requires that Council prepares a quarterly statement in respect of Environmental Upgrade Agreements.

Social

Social benefits of the delivery of Council services and projects are outlined in the 2024/25 Budget and in the Council Plan 2021-25.

Environmental/Sustainability Impacts

Council budgets for and delivers several projects that support its Environmental Sustainability Strategy. Refer to the Council Plan 2021-25 for further details.

Strategic Links

Council Plan 2021 – 2025

This report supports the 2021-2025 Council Plan through the following objectives and actions:

1. Strengthening our Leadership

Enter specific strategies and actions from the Council Plan document

Risk Management

Risk Management Framework

Risks	Likelihood	Consequence	Rating	Mitigation Action
Poor performance against budget	M	M	M	Regular monitoring and reporting of the budget position

Consultation/Communication

Consultation has been undertaken with Council Managers and the Corporate Management Team. Officers believe that appropriate consultation has occurred, and the matter is now ready for Council consideration.

Options for Consideration

1. That Council endorses the Quarter 3 Forecast Review report – recommended.

2. That Council advises of any changes to the Adopted Budget and proposes an alternative recommendation for changes to the 2024/25 Budget.

3. That Council endorses the Environmental Upgrade Agreement quarterly statement.

Conclusion

This report compares actual performance with Council’s 2024/25 adopted Q2 Forecast, adopted by Council on 25th February 2025. Council’s Quarter 3 Forecast Review continues to be based on the best estimates of the Organisation as to its financial outlook.

Attachments

1 2024_25 Quarter 3 Forecast

Minutes Scheduled Council Meeting 8

13.2 Revenue and Rating Plan 2025 – 2029 (19:24)

Meeting Type: Scheduled Council Meeting

Date of Meeting: 27 May 2025

Category: Strategic

Author: Revenue Coordinator

Approver: Director Corporate and Leisure

No Council officers or contractors who have provided advice in relation to this report have declared a conflict of interest regarding the matter under consideration.

Executive Summary

The Local Government Act 2020 requires each Council to adopt a Revenue and Rating Plan to cover a minimum period of four financial years by 30 June following each Council election. This Revenue and Rating Plan 2025-29 articulates the framework within which the Council will undertake its revenue raising and rating activities, to ultimately fund the infrastructure and services it is required to deliver.

Resolution:

(Moved: Councillor D Fuller/Councillor H Benton)

That Council adopts the Revenue and Rating Plan 2025 – 2029.

Carried

Background

Council is responsible for delivering a wide range of services and infrastructure to support the local community. In fulfilling these obligations, it is essential that sufficient revenue is raised to meet the associated costs.

The purpose of the Revenue and Rating Plan 2025-29 (‘Revenue and Rating Plan’) is to establish the most appropriate and financially sustainable revenue-raising strategy for the Rural City of Wangaratta (RCoW) and its municipality. This Revenue and Rating Plan, in conjunction with other sources of income, aims to ensure the Council is adequately funded to achieve the objectives outlined in the Council Plan.

The Revenue and Rating Plan addresses the following key revenue streams:

· Rates

· Service Charges

· Statutory and Non-Statutory User Fees and Charges

· Government Grants

· Other Revenue Sources (Contributions, Interest on Investments)

The Revenue and Rating Plan outlines the methodologies to be employed by RCoW for determining each of these revenue streams over the next four years. These methodologies are largely governed by legislative frameworks and align closely with the practices adopted by other Victorian local councils.

Most significantly, the Revenue and Rating Plan outlines the principles and strategic framework that Council will utilise in calculating and distributing rates to property owners, specifically including the definition of rating categories and their differential amounts. In this regard it is supplementary to the Annual Budget which determines the quantum of rate revenue through application of the rate cap and is separate to individual property valuations which are determined on an annual basis by the Victorian Valuer General. All these factors are involved in calculating individual ratepayer amounts, which are then communicated to ratepayers through annual rates notices.

To inform the recommendations in the Revenue and Rating Plan, community engagement has been undertaken through a survey and this feedback has been considered carefully by Councillors. Several workshops have also been held with Councillors to understand the drivers behind historic trends in average rates by rate category, to consider rating strategies, and to model the impact of adjusting rates differentials according to those strategies. The attached Revenue and Rating Plan details those proposed changes.

Implications

Policy Considerations

The Revenue and Rating Plan is an important part of Council’s Integrated Strategic Planning and Reporting Framework and sets out how income will be generated to fund delivery of the next Council Plan. Strategies outlined in this plan will feed into council’s budgeting and long-term financial planning documents, as well as connect with other strategic planning documents within Council’s Integrated Planning Framework.

The Revenue and Rating Plan is underpinned by policies that provide stability and predictability such as Council’s policy for Financial Hardship Assistance for Rates.

Financial/Economic Implications

The Revenue and Rating Plan explains how Council forecasts the revenue needed to deliver essential community infrastructure and services for the municipal population. It also explains how the raising of revenues will be apportioned between ratepayers and other users of facilities and services.

This plan sets out Council’s ratings structure, including the decision not to charge a municipal charge or special charge, to ensure the fair and equitable distribution of rates across property owners. It also sets out principles that are used in decision making related to other revenue sources such as projects funded by grants, and fees and charges.

Grant funding continues to be a significant revenue source for council, enabling the delivery of ongoing and major initiatives for the municipality which require a greater investment than the rating revenue alone can afford.

It is important to note that this plan does not set revenue targets for Council – this is done via the Annual Budget. Rather, it outlines the principles that inform how Council will go about calculating and collecting this revenue.

Legal/Statutory

This report has been informed by both the Local Government Act 2020 and the Local Government Act 1989. The relevant Act and legislation are referred to in the applicable sections of the document (attached).

Social and Diversity

The revenues raised by Council are used to deliver essential services and infrastructure for the community. Council will deploy ‘subsidised pricing’ where council determines not to pass on the full cost of that service on to the customer to ensure reasonable community access to services. These subsidies can be funded from Council’s rate revenue or other sources such as Commonwealth and State Government grant funding programs. Examples of subsidised pricing include swimming pool user fees for the Wangaratta Sports and Aquatics Centre, hire of sports fields, use of the Library, or visitation to the Art Gallery.

Environmental/Sustainability Impacts

There are no environmental/ sustainability impacts identified for the subject of this report.

Strategic Links

Council Plan 2021 – 2025

This report supports the 2021-2025 Council Plan through the following objectives and actions:

1. Strengthening our Leadership

1.2.1 Ensure Council’s financial sustainability through transparent and accountable financial management

1.2.1.2 Undertake regular and transparent reporting against the budget.

Risk Management

Risk Management Framework

Risks	Likelihood	Consequence	Rating	Mitigation Action
That council revenues do not cover total council costs in the long term	(2) Unlikely (May arise once in 5-10 years)	· (5) Catastrophic (Loss of >$1m)	(10) High	· Development of Revenue & Rating Plan and accompanying Budget and Long Term Financial Plan.
Revenue and Rating Plan not adopted within statutory timeframes	(2) Unlikely (May arise once in 5-10 years)	(3) Moderate (Reputational / Government concern)	(6) Medium	Revenue and Rating Plan to be presented at May council meeting for adoption prior to 30 June 2025 deadline.
Revenue and Rating Plan adopted without consideration of financial implications.	(2) Unlikely (May arise once in 5-10 years)	· (5) Catastrophic (Loss of >$1m)	(10) High	Ensure regular review and reporting on Council’s budget/actuals and Long Term Financial Plan and revise this Plan via council resolution if required.
Unreasonable financial impact on individual rate payers, including following future annual property valuations.	(3) Possible (might occur at some time)	· (3) Moderate (Serious public concern, resolved < 3 months)	(9) Medium	Impact of annual valuations and differentials considered in future annual budgets. Availability and monitoring of requests for Financial Hardship Assistance.

Consultation/Communication

Level of public participation	Promises to the public/stakeholders	Tools/Techniques
Inform	Community	Council undertook a Revenue & Spending Survey advertised on social media, Mayoral Radio Interview, and Chronicle Advert.
Consult	Community	Council received survey responses from 138 participants.
Involve	Councillors	The full survey and responses were provided to Councillors for consideration. Councillors participated in several workshops with a specialist consultant to develop a rates strategy and model the impact of various rates category and differential adjustments.

Whilst the Local Government Act 2020 doesn’t require community engagement to be undertaken in developing a Revenue & Rating Plan, the community has been actively consulted to help inform the RCOW Plan’s development, with community engagement being undertaken through a Revenue & Spending Survey which ran from 3 December 2024 to 31 January 2025.

To ensure broad community participation and awareness, the survey was promoted through a variety of channels, including:

• Social Media

• Mayoral Radio Interview

• Chronicle Advert

• Linking from the concurrent Community Vision & Council Plan Survey

Council received responses from 138 people through the survey from across the ratepayer base and representing a broad mix of urban and rural perspectives.

The full survey and responses were provided to Councillors once it closed for their consideration.

Officers believe that appropriate consultation has occurred, and the matter is now ready for Council consideration.

Options for Consideration

1. That Council determines to adopt the Revenue and Rating Plan 2025 – 2029; or,

2. Council determines not adopt the Revenue and Rating Plan 2025 – 2029 and instructs further revision to the document.

Conclusion

Council must prepare and adopt a Revenue and Rating Plan for a period of at least four years following the Council election, to be adopted no later than 30 June 2025.

The Revenue and Rating Plan provides a medium-term plan for how Council will generate income to deliver on the Council Plan, program and services and capital works commitments. It defines the revenue and rating ‘envelope’ within which Council proposes to operate and seeks to be as fair and equitable as possible to all community members.

Attachments

1 Revenue and Rating Plan 2025-2029

Public Questions

Jennifer Garret

Question 1 – Under the current rating strategy (i.e. 2024-25 financial year), how many properties in the Rural City of Wangaratta are rated in the Mixed Use category?

Acting Director Tom Coelli-Donaghy responded:

We currently have six mixed-use properties that will be reallocated based on their primary use.

Question 2 - In lieu of the Mixed Use category, how are such properties (land which is being used for commercial or industrial purposes and has a dwelling which is being used as a place of residence) rated?

Acting Director Tom Coelli-Donaghy responded:

As for the mixed use the would be reallocated based on the primary use of the property. So I believe of the 6 there was going to be 2 reallocated to Commercial and 4 to General rates

Question 3 – How many properties in the Rural City of Wangaratta currently have two rate notices for exactly the same property (i.e. one folio, one title, one size)?

Acting Director Tom Coelli-Donaghy responded:

Unfortunately I am not able to come up with a number quickly for how many properties. It would be an extensive search and not a number that would be easy to find. There are quite a lot. Will take your question on Notice.

Question 4 - So, with two rate notices, a single property would have to pay the revamped and increased Emergency Services and Volunteers Fund twice or, as some may call it, double dipping due to the Rural City of Wangaratta’s rating system?

Acting Director Tom Coelli-Donaghy responded:

For properties that currently receive two rate notices—for example, the Co Store—each notice will attract a separate fixed fee, while the variable charge will be applied once, based on the Capital Improved Value (CIV) of the property.

The only exemption applicable under this arrangement is for Rural Properties, which may be eligible to apply for the Single Farm Enterprise exemption. This approach aligns with the current Fire Services Levy framework.

Minutes Scheduled Council Meeting 10

13.3 2025-2026 Fees and Charges (25:10)

Meeting Type: Scheduled Council Meeting

Date of Meeting: 27 May 2025

Category: Strategic

Author: Management Reporting Coordinator

Approver: Manager People and Culture

No Council officers or contractors who have provided advice in relation to this report have declared a conflict of interest regarding the matter under consideration.

Executive Summary

The purpose of this report is for Councillors to adopt a Schedule of Fees and Charges for the 2025/26 financial year.

Resolution:

(Moved: Councillor H Bussell/Councillor T Maxwell)

That Council adopts the attached Schedule of Fees and Charges for inclusion in the 2025/26 Annual Budget.

Carried

Background

Council is required to adopt a Schedule of Fees and Charges each financial year in accordance with the Local Government Act 2020. The 2025/26 Fees and Charges outlines the pricing structure for user fees and charges and statutory fees and charges and is prepared in conjunction with development of the 2025/26 Budget.

Non-statutory user fees and charges are not regulated by statute, and Council determines the extent of cost recovery consistent with the level of both individual and collective benefit that the services provide and in line with community’s expectations

These have been reviewed by each business unit to ensure they continue to represent the determined fee structure and account for increases to CPI, benchmarking against market pricing and full-cost recovery where possible. Individual user fees and charges have increased generally by 3%, reflective of inflation, noting that some fees and charges have increased more on the back on the review completed by the respective business unit.

Statutory fees and fines are those which council collects under the direction of legislation or other government directives. These rates are advised by the state government department responsible for the corresponding service or legislation, and council has limited discretion in applying these fees. The prescribed fees or penalty units are yet to be gazetted and will be updated once the 2025/26 unit rates are published by the Department of Treasury and Finance.

While the 2025/26 Budget document will reflect all Fees and Charges, including the updated prescribed statutory fees, council is recommended to adopt next year’s user fees and charges now to allow business units sufficient time to communicate any price changes to community and customers in readiness for 1 July 2025.

All proposed Fees and Charges will ultimately be included in the 2025/26 Budget.

Implications

Policy Considerations

The principles set out in Council’s Revenue and Rating Plan have been applied to the determination of the recommended Fees and Charges.

Financial/Economic Implications

Setting fees and charges enables councils to generate revenue to fund the delivery of their services, in particular when a ‘user pays’ model applies.

Legal/Statutory

Council is required to adopt a Schedule of Fees and Charges as part of its annual budget setting process.

Social and Diversity

Concession rates are included in certain fees and charges to support and encourage use of services from all members of the community.

Environmental/Sustainability Impacts

There are no environmental/ sustainability impacts identified for the subject of this report.

Strategic Links

Council Plan 2021 – 2025

This report supports the 2021-2025 Council Plan through the following objectives and actions:

1. Strengthening our Leadership

1.1 Provide open and transparent communication to the community to build trust, respect and understanding

1.2 Ensure Council’s financial sustainability through transparent and accountable financial management.

Risk Management

Risk Management Framework

Risks	Likelihood	Consequence	Rating	Mitigation Action
Fees and charges not adequately maintained to contribute to funding sustainable council services.	Unlikely (2)	Moderate (3)	Medium (6)	Review fees and charges on an annual basis.
Fees and charges not applied from the start of the financial year leading to loss of revenue.	Possible (3)	Moderate (3)	Medium (9)	Endorse fees and charges a month prior to year end to enable preparation and community communication ready for 1^st July.

Consultation/Communication

Level of public participation

Promises to the public/stakeholders

Tools/Techniques

Inform

Adopt final list of 2025/26 fees and charges including statutory fees

Adopt as part of 2025/26 Budget document.

Inform

Provide clear and transparent pricing for 2025/26 feed and charges

Publish fees and charges on council’s website.

Individual services to notify customers of updated fees and charges where relevant.

Officers believe that appropriate consultation has occurred, and the matter is now ready for Council consideration.

Options for Consideration

1. Adopt the attached Statement of Fees and Charges for the 2025/26 year (recommended).

2. Adopt the attached Statement of Fees and Charges for the 2025/26 year incorporating any changes requested by Councillors.

3. Defer adopting the Statement of Fees and Charges for the 2025/26 year until the June Scheduled Council Meeting.

Conclusion

The proposed Statement of Fees and Charges for the 2025/26 financial year has been reviewed by officers in line with the principles outlined in the Revenue and Rating Plan and according to CPI, market and business dynamics. Officers now believe the Statement of Fees and Charges is ready to be considered by Councillors to be adopted. This will allow time for appropriate communication to community members in advance of the 2025/26 financial year commencing,

Attachments

1 Fees and Charges 2025 - 2026

Minutes Scheduled Council Meeting 12

13.4 Instruments of Appointment and Authorisations (27:22)

Meeting Type: Scheduled Council Meeting

Date of Meeting: 27 May 2025

Category: Operational

Author: Governance & Reporting Advisor

Approver: Manager People and Culture

No Council officers or contractors who have provided advice in relation to this report have declared a conflict of interest regarding the matter under consideration.

Executive Summary

This report is presented to Council to approve the updated S11A and S11B Instruments of Appointment and Authorisations under the Planning and Environment Act 1987 and Environment Protection Act 2017 respectively.

Resolution:

(Moved: Councillor D Fuller/Councillor A Fitzpatrick)

In the exercise of the power conferred by s 242(2) of the Environment Protection Act 2017 and the Instrument of Delegation of the Environment Protection Authority under the Act dated 4 June 2021, the Wangaratta Rural City Council (Council) resolves that:

1. The members of Council staff referred to in the instrument attached be appointed and authorised as set out in the instrument; and

2. The instrument comes into force immediately once it is signed by Council’s Chief Executive Officer and remains in force until Council determines to vary or revoke it.

In the exercise of the powers conferred by s 147(4) of the Planning and Environment Act 1987, Wangaratta Rural City Council (Council) resolves that: –

1. The members of Council staff referred to in the instrument attached be appointed and authorised as set out in the instrument;

2. The instrument comes into force immediately once it is signed by Council’s Chief Executive Officer and remains in force until Council determines to vary or revoke it.

Please refer to Appendix 2 and 3 for names.

Carried

Background

Council regularly updates its suite of delegations to reflect changes in legislation, operational capacity and efficiency and service delivery. The specific Instruments of Appointment and Authorisations presented to Council today will ensure suitably qualified Council representative are appointed to undertake work and enforce provisions of the Planning and Environment Act 1997 and the Environment Protection Act 2017.

Implications

Policy Considerations

There are no specific Council policies or strategies that relate to this report.

Financial/Economic Implications

There are no financial or economic implications identified for the subject of this report.

Legal/Statutory

These Instruments of Appointment and Authorisations give effect to the Planning and Environment Act 1997 and the Environment Protection Act 2017.

Social and Diversity

There are no social impacts identified for the subject of this report.

Equity Impact Assessment (EIA)

There are no equity impacts identified for the subject of this report.

Environmental/Sustainability Impacts

By providing the legislative authority for Council representatives to enforce key environmental obligations under the Planning and Environment Act 1997 and the Environment Protection Act 2017, Council is demonstrating its commitment to protecting the natural environment.

Strategic Links

Council Plan 2021 – 2025

This report supports the 2021-2025 Council Plan through the following objectives and actions:

3. Valuing our Environment

3.2 Reduce waste and enhance resource recovery

3.3 Actively combat the causes and impacts of climate change

Other strategic links

This report supports the Wangaratta Environmental Sustainability Strategy, Climate Adaptation Plan and the Environmental Sustainability Strategy

Risk Management

Risks	Likelihood	Consequence	Rating	Mitigation Action
Unauthorised Council representatives enforce key provisions of legislation outlined in this report.	4 – Likely	Moderate	7 – High	Regularly updating the Instruments of Authorisation and Appointment as contained in this report in consultation with key internal stakeholders.

Consultation/Communication

Officers believe that appropriate consultation has occurred, and the matter is now ready for Council consideration.

Options for Consideration

There are nil alternative options available for councillors to consider. By endorsing the S11A and S11B Instruments Council ensures authorised officers can continue to enforce key provisions of the Planning and Environment Act and Environment Protection Act.

Conclusion

Councillors are recommended to endorse the updated S11A and S11B Instruments of Authorisation and Appointment for the Planning and Environment Act 1997 and under the EP Act respectively to ensure the currency of authorised Council representatives for the purposes of enforcing those Acts are maintained.

Attachments

1 S11A - Instrument of Appointment (P_E Act) 19May25.pdf

2 S11B - Instrument of Appointment and Authorisation under the EPA 2017 19May2025.pdf

Minutes Scheduled Council Meeting 14

13.5 Audit and Risk Committee - Independent Member Reappointment (29:40)

Meeting Type: Scheduled Council Meeting

Date of Meeting: 27 May 2025

Category: Operational

Author: Governance & Reporting Advisor

Approver: Director Corporate and Leisure

No Council officers or contractors who have provided advice in relation to this report have declared a conflict of interest regarding the matter under consideration.

Executive Summary

This report is presented to Council to re-appoint an independent member onto the Audit and Risk Committee for a final term of three years from the date of this report.

Resolution:

(Moved: Councillor H Benton/Councillor A Winters)

That Council:

1. Re-appoints Mr Matt Fagence to the Audit and Risk Committee (Committee) as an independent member:

a) For a further term of 3 years commencing on the date of this resolution; and

b) In accordance with any other terms and conditions relevant to independent member established by the Local Government Act 2020 (Vic), the Committee’s Charter, Council’s Governance Rules and any other relevant council policies or procedures.

Carried

Background

The Audit and Risk Committee (the Committee) was established by Council in August 2020 under section 53 of the Local Government Act 2020 (Vic).

The Committee Charter (Attachment 1) states the Committee must include two Councillors and at least three, and up to four, independent members who are not Councillors and who are not members of Council staff. Clause 5.2(3) of the Charter also provides that an independent member may be appointed for up to two consecutive terms.

Council is requested to endorse the appointment of Mr Matt Fagence for a further three-year term.

Implications

Policy Considerations

The Committee’s Charter contains membership provisions related to independent member appointments, including that:

1. The committee must include at least three, and up to four, other independent members;

2. Independent members must collectively have expertise in financial management and risk and experience in public sector management;

3. Independent members may be appointed for a term of up to three years;

4. The terms of office of independent members may be arranged to avoid more than two independent members retiring at the same time.

Financial/Economic Implications

There are no financial or economic implications identified for the subject of this report.

Legal/Statutory

Section 53 of the Act governs the membership requirements, including that an Audit and Risk Committee must consist of a majority of members who are not Councillors of the Council and who collectively have expertise in financial management and risk, and experience in public sector management.

Social

There are no social impacts identified for the subject of this report.

Environmental/Sustainability Impacts

There are no environmental/ sustainability impacts identified for this subject of this report.

Strategic Links

Council Plan 2021 – 2025

This report supports the 2021-2025 Council Plan through the following objectives and actions:

1. Strengthening our Leadership

Provide open and transparent communication to the community to build trust, respect and understanding.

Risk Management

Risks	Likelihood	Consequence	Rating	Mitigation Action
Council not having sufficient members to obtain a quorum for Audit and Risk Committee meetings	2 - Unlikely	Major	Low	Council endorsing a preferred candidate in accordance with the Audit and Risk Committee Charter.

Consultation/Communication

Officers believe that appropriate consultation has occurred, and the matter is now ready for Council consideration.

Options for Consideration

Council can either endorse the re-appointment of Mr Fagence or call for Expressions of Interest to try and find another candidate.

Conclusion

Council is recommended to endorse the re-appointment of Mr Fagence for a further three year term in accordance with the Committee’s Charter.

Attachments

1 Audit and Risk Committee Charter

Minutes Scheduled Council Meeting 16

13.6 Audit and Risk Independent Remuneration (31:58)

Meeting Type: Scheduled Council Meeting

Date of Meeting: 27 May 2025

Category: Operational

Author: Governance & Reporting Advisor

Approver: Director Corporate and Leisure

No Council officers or contractors who have provided advice in relation to this report have declared a conflict of interest regarding the matter under consideration.

Executive Summary

This report is presented to Council to consider increasing the remuneration levels for independent members of the Audit and Risk Committee.

Resolution:

(Moved: Councillor A Winters/Councillor H Bussell)

That Council endorses a remuneration increase of 3% for each independent member of the Audit and Risk Committee to take effect from 29 May 2025.

Carried

Background

Council’s Audit and Risk Committee (‘the Committee’) monitors Council reporting, governance and compliance for sound financial and risk management and oversees Council’s internal and external audit programs. The Committee comprises two Councillor members and four independent members who bring expertise in financial management, risk and public sector management.

Under the Audit and Risk Committee Charter, a review of the levels of remuneration for independent members of Council’s Audit and Risk Committee is to be conducted at least annually. The remuneration for the Rural City of Wangaratta Audit & Risk Committee independent members was last increased by 2.5% in May 2024.

To provide a consistent and commensurate level of remuneration with other Audit and Risk Committees across the local government sector. Council must formally endorse an increase by council resolution in order for this recommendation to come into effect. 3% will equate to the following increased remuneration amounts:

Position	Current Rate per meeting	Proposed Rate per meeting
Independent Member	$656.78	$676.48
Independent Member – Committee Chair	$787.96	$811.59

This review does not include remuneration of Councillor members as Councillor allowances are determined separately under Section 39 of the Local Government Act.

Implications

Policy Considerations

This review is consistent with the requirements of the adopted Audit & Risk Committee Charter.

Financial/Economic Implications

Any increase to the remuneration will be in accordance with the table above.

Legal/Statutory

Section 53 (6) of the Local Government Act specifies that a Council may pay a fee to a member of an Audit and Risk Committee who is not a Councillor of the Council.

Social and Diversity

There are no social impacts identified for the subject of this report.

Equity Impact Assessment (EIA)

There are no equity impacts identified for the subject of this report.

Environmental/Sustainability Impacts

There are no environmental/ sustainability impacts identified for the subject of this report.

Strategic Links

Council Plan 2021 – 2025

This report supports the 2021-2025 Council Plan through the following objectives and actions:

1. Strengthening our Leadership

1.1.1 Provide open and transparent communication to the community to build trust, respect and understanding.

1.1.1.6 Continue to provide transparency for the community regarding the information being considered in decision making processes.

Risk Management

Failure to undertake an annual review of the remuneration figures of the Committee’s independent members will result in a breach of the Committee’s Charter. Any potential breaches will not represent any legal or financial damage to Council.

Risk Management Framework

Risks	Likelihood	Consequence	Rating	Mitigation Action
Failure to conduct a formal review of the remuneration allowances for independent members of the Committee resulting in a breach of the Charter	2 – Unlikely	Insignificant	3 – Low	A standing item for a formal review is provided for in the Committee’s Annual Work Plan

Consultation/Communication

No community consultation is required. Consultation with governance colleagues across regional Victorian councils was undertaken to inform the proposed increase. Officers believe that appropriate consultation has occurred, and the matter is now ready for Council consideration.

Options for Consideration

Council may either elect to keep the current remuneration figure (not recommended) or provide an increase to provide remuneration more consistent with other similar councils (recommended).

Conclusion

The Audit and Risk Committee Charger requires independent member remuneration to be reviewed annually, and a benchmarking exercise has been completed. It is appropriate to provide an increase to independent member remuneration levels for the Rural City of Wangaratta, to ensure they remain between the levels paid by smaller rural and larger metro councils.

Attachments

1 Audit and Risk Committee Charter

Minutes Scheduled Council Meeting 18

13.7 Council Plan Community Engagement Report (34:12)

Meeting Type: Scheduled Council Meeting

Date of Meeting: 27 May 2025

Category: Strategic

Author: Corporate Planning & Governance Specialist

Approver: Manager People and Culture

No Council officers or contractors who have provided advice in relation to this report have declared a conflict of interest regarding the matter under consideration.

Executive Summary

This report is presented to Council to note the key findings from the extensive community engagement process undertaken to inform development of council’s next Community Vision, Council Plan 2025-29 (including the Municipal Public Health and Wellbeing Plan) and 10 Year Financial Plan.

Resolution:

(Moved: Councillor T Maxwell/Councillor A Winters)

That Council formally notes the community feedback and key findings captured in the attached Community Engagement Report from the Council Plan and Community Vision consultation.

Carried

Background

Under the Local Government Act 2020, for each new council term Councillors are required to develop and adopt a Community Vision and Council Plan (including Municipal Public Health and Wellbeing Plan). They are also required to develop a 10 Year Financial Plan and other key strategic documents.

Deliberative community engagement is required to ensure community feedback is actively considered and informs the development of these strategic documents. To achieve this, council has undertaken a substantial community engagement program, capturing over 3,200 feedback items from over 2,000 community members. This feedback has been captured between November 2024 till April 2025 through surveys, workshops, targeted engagement and pop-up events.

The attached Community Engagement Report (Attachment 2) has been created to capture this feedback with a Community Engagement Summary (Attachment 1) provided for ease of reference. The engagement report is also published on council’s ‘Connect Wangaratta’ community engagement website for community reference.

The report outlines our community's top 10 priorities for the future, summarised as:

1. Wangaratta, a place for everyone

2. Community health and wellbeing

3. Places and spaces for community connection and culture

4. Transport, roads and infrastructure

5. Care for nature and the environment

6. Cost of living and affordability

7. Community safety

8. Violence and harm from alcohol and drug use

9. Local economy and employment

10. Communication, accountability and transparency

Officers recommend that Councillors note this report to formally recognise the valuable input provided by the community, and to use this information to help guide their development of key council strategic documents including the Community Vision, Council Plan and 10 Year Financial Plan. Council also thanks also community members who took the time and effort to provide their thoughts and ideas in this process.

Implications

Policy Considerations

Council’s Community Engagement Policy guides the design and delivery of community engagement activities alongside the requirements of the Local Government Act.

Financial/Economic Implications

This report does not commit Council to any ongoing financial or economic implications identified for the subject of this report. The actions ultimately committed to in the Council Plan will be funded through the 10 Year Financial Plan and future Annual Budgets.

Legal/Statutory

The Local Government Act 2020 specifies council’s obligations to undertake deliberative community engagement in the development of a Community Vision, Council Plan (including Municipal Public Health and Wellbeing Plan), 10 Year Financial Plan and other strategic documents.

Social and Diversity

Community highlighted a number of social and inclusion priorities through their feedback which are captured in the attached report and will be considered in the development of the Council Plan.

Equity Impact Assessment (EIA)

An EIA is being completed as part of the process to develop the Council Plan.

Environmental/Sustainability Impacts

A number of environmental and sustainability priorities have also been captured from the community feedback for consideration in the development of the Council Plan.

Strategic Links

Council Plan 2025 – 2029

This report supports the development of the 2025-2029 Council Plan

Risk Management

Risk Management Framework

Risks	Likelihood	Consequence	Rating	Mitigation Action
Failure to comply with Local Government Act deliberative engagement obligations.	2 (unlikely)	3 (Moderate)	6 (Medium)	Detailed engagement strategy in place and implemented
Lack of community engagement risks resulting in a Council Plan that is not fit for purpose or valued by the community it serves.	3 (possible)	3 (Moderate)	9 (Medium)	Engagement strategy designed to maximise community engagement from a diverse community profile.

Consultation/Communication

Level of public participation

Promises to the public/stakeholders

Tools/Techniques

Collaborate

Community collaboration though deliberative engagement practices

Undertaken through surveys, workshops, targeted engagement, and pop-up events.

Inform

Community kept informed of feedback and resulting documents

Engagement Report and eventual deliverables to be published on council’s website, shared directly with community engagement participants, and publicised through local media channels.

A detailed summary of the proactive engagement activities is provided in the attached report. Officers believe considerable consultation has occurred and this matter is now ready for Council consideration.

Options for Consideration

· Council notes the attached Community Engagement Report (recommended)

· Council requests changes to the Community Engagement Report prior to noting (not recommended, as this report is intended to provide an unbiased summary of the input provided directly by the community.

· Council defers the item or requests additional community engagement activities to be undertaken.

Conclusion

The Community Vision, Council Plan and 10 Year Financial Plan will set the strategic direction for council’s delivery focus for the next four years and beyond. Community engagement is critical to shape the priorities identified and funded through these plans. Substantial engagement activities have been undertaken, and this report provides to councillors a summary of feedback and priorities raised by the community. It is appropriate councillors formally note the community feedback received to recognise both the content and contribution provided by community members throughout the engagement process.

Councillors should continue to engage with community, ensuring they are provided with ongoing feedback on the Community Priorities identified in this report.

Attachments

1 Community Engagement Summary

2 Community Engagement Report

Minutes Scheduled Council Meeting 20

14. Community and Infrastructure

14.1 Kerbside Glass & Organics Expansion (43:50)

Meeting Type: Scheduled Council Meeting

Date of Meeting: 27 May 2025

Category: Strategic

Author: Waste Management Coordinator

Approver: Director Community and Infrastructure

The following Council officers and contractors have provided advice in relation to this report and have disclosed a conflict of interest regarding the matter under consideration:

Executive Summary

This report is presented to Council to seek endorsement for the introduction of additional kerbside collection services — expansion of Food Organics and Garden Organics (FOGO) and a separate glass collection service. These services are being proposed to ensure compliance with Section 60 of the Circular Economy (Waste Reduction and Recycling) Act 2021 (the Circular Economy Act).

Under the Circular Economy Act, all Victorian councils and Alpine Resorts are required to introduce a kerbside FOGO service by the year 2030 and a separate kerbside glass service by the year 2027. The proposed rollout of these services will be aligned within the existing collection schedule, designed to support efficiency, community convenience, and environmental outcomes.

Implementing these services not only addresses a legislated State Government requirement but also demonstrates Council’s commitment to sustainable waste management practices and the circular economy.

Recommendation:

That Council:

1. Introduces additional services (kerbside FOGO and glass) to an extent detailed within this report.

2. Delivers both collection of glass and FOGO services internally with existing Council kerbside fleet.

3. Introduces a quarterly collection of kerbside purple glass bins (80l) to the following areas: Wangaratta, North Wangaratta, Waldara, Killawarra/Kensington Drive, Wangaratta South, Glenrowan/ Hamilton Park, Oxley, Milawa, Tarrawingee, Eldorado, Whorouly, Everton, Peechelba, Springhurst, Moyhu, Whitfield & Cheshunt ‘township’& ‘low density residential’ zones.

4. Expands the existing weekly collection of kerbside green FOGO bins (240l) to the following township areas: North Wangaratta, Waldara, Killawarra/Kensington Drive, Wangaratta South, Glenrowan, Tarrawingee, Eldorado, Whorouly, Everton, Peechelba, Springhurst, Moyhu, Whitfield & Cheshunt ‘township’& ‘low density residential’ zones.

5. Undertakes a comprehensive community engagement and education campaign to inform the community of the adopted changes to kerbside waste and recycling services

Resolution:

(Moved: Councillor H Benton/Councillor H Bussell)

Councillor H Benton moved a motion:

That Council:

1. Introduces a quarterly collection of kerbside purple glass bins (80l) as described in the report, to the following areas: Wangaratta, North Wangaratta, Waldara, Killawarra/Kensington Drive, Wangaratta South, Glenrowan/ Hamilton Park, Oxley, Milawa, Tarrawingee, Eldorado, Whorouly, Everton, Peechelba, Springhurst, Moyhu, Whitfield & Cheshunt ‘township’& ‘low density residential’ zones.

2. Delivers the glass collection service utilising Councils existing kerbside team and fleet.

3. Defers expansion of the existing weekly collection of kerbside green FOGO bins (240l) to the following township areas: North Wangaratta, Waldara, Killawarra/Kensington Drive, Wangaratta South, Glenrowan, Tarrawingee, Eldorado, Whorouly, Everton, Peechelba, Springhurst, Moyhu, Whitfield & Cheshunt ‘township’& ‘low density residential’ zones, until the requirements of the roll out are released by the State, and the impact and benefit can be fully determined.

4. Undertakes a comprehensive community engagement and education campaign to inform the community of the adopted changes to kerbside waste and recycling services.

Carried

Background

Under Section 60 of the Circular Economy (Waste Reduction and Recycling) Act 2021, all Victorian councils and Alpine Resorts are required to provide:

· A kerbside Food Organics and Garden Organics (FOGO) service by 2030, and

· A separate kerbside glass collection service by 2027.

These requirements are part of the State Government’s broader waste and recycling reforms and will be enforced through service standards and regulations set by the Head of Recycling Victoria.

The service standard, which is currently being finalised, will apply to all households. However, exceptions may be allowed in rural areas where kerbside services are not practical due to distance.

These reforms aim to help achieve the following statewide targets:

· Divert 80 per cent of waste from landfill by 2030, with an interim target of 72 per cent by 2025.

· Reduce total waste generation by 15 per cent per person by 2030.

· Halve the volume of organic material going to landfill by 2030, with a 20 per cent reduction by 2025.

· Ensure all Victorian households have access to FOGO services or local composting by 2030.

Kerbside Glass Collection

While the Container Deposit Scheme (CDS) reduces the amount of glass in kerbside recycling bins, it does not cover all glass types due to processing limitations in Australia.

A separate kerbside glass service remains essential to:

· Recover remaining glass for reuse or recycling, and

· Prevent glass contamination in recycling streams for plastic and paper, which lowers the value and viability of those materials.

Proposed Glass Collection Service

Council conducted a kerbside recycling audit in 2023. It found that each household in the Rural City of Wangaratta generates, on average, 1.642 kilograms of glass per week. Of that, only about 25 per cent is eligible for CDS refunds. To manage the remaining glass, officers recommend:

· Using 80–120 litre purple-lidded glass bins,

· Collected every eight weeks (bi-monthly),

· Delivered to individual households in designated service areas.

Recommended Service Areas

To ensure financial viability and efficient service delivery, it is proposed that the glass service be mandatory for the following communities:

· Wangaratta (10,129 households)

· North Wangaratta (69)

· Waldara (340)

· Killawarra / Kensington Drive (61)

· Glenrowan & Hamilton Park (418)

· Oxley (228)

· Milawa (157)

· Tarrawingee (98)

· Eldorado (131)

· Whorouly (37)

· Everton (17)

· Peechelba (53)

· Springhurst (78)

· Moyhu (114)

· Whitfield (61)

· Cheshunt (16)

In total, 12,007 households will receive a purple glass bin. Based on average use, the service is expected to collect around 1,025 tonnes of glass per year.

The service will apply to homes within Township, Low Density Residential, and Rural Living Zones, covering urban Wangaratta and surrounding townships.

Compliance with requirements of state governments service standard.

Providing a 4-bin kerbside service primarily in small townships within rural areas aligns with the intent of service standards by acknowledging the principle of 'where practicable'. The service standard aims to ensure efficient and sustainable waste management. In rural areas, the significant distances between properties make widespread kerbside collection economically and environmentally challenging.

Capacity of Rural City of Wangaratta’s Organics Processing Facility

Currently processing approximately 5200 tonnes per annum and having recently obtained a license amendment for 12,000 tonnes per annum Councils Organics Processing Facility has sufficient capacity to accept the increased tonnages generated by the expanded FOGO kerbside service.

Capacity of Existing Council Waste Compactor Fleet

Both glass and FOGO kerbside collection will be serviced by Council collection vehicles. Councils current fleet consists of 5 x 24m³ Waste Compactor units, these are scheduled to be replaced with new vehicles commencing April 2025. Two existing kerbside collection vehicles will remain in the fleet: one to assist with the glass and expanded FOGO kerbside collection and one as a back-up. The back-up vehicle is critical to ensure collections can continue in the event of required servicing or vehicle break-down.

Proposed Project Implementation timing

· May 2025 – Seek Council approval to roll-out additional kerbside services.

· June 2025 - Commence pre-implementation phase of communications, finalise delivery of kerbside bins for roll-out, commence commissioning of new kerbside collection fleet vehicles.

· July 2025 – Receipt kerbside bins undertake roll-out/delivery of kerbside bins to expanded service areas, containing information packs on correct use and commencement date of collections.

· August 2025 – Commence collection of kerbside FOGO weekly service, commence FOGO implementation phase of communications.

· September 2025 - Commence collection of kerbside Glass quarterly service, commence Glass implementation phase of communications.

· 2026 – Commence post-implementation phase of communications plan.

Implications

Policy Considerations

· Waste and Resource Recovery Strategy 2023–2027

· Environmental Sustainability Strategy 2021–2026

· Climate Mitigation & Adaptation Policy

Financial/Economic Implications

The proposed glass collection service will be provided at no additional cost to residents. This is made possible due to the low number of collections (four per household per year) and the reduced cost of processing separated glass, which helps offset overall recycling costs. This approach aligns with recommendations from a recent waste charges review, which encouraged Council to maintain cost-reflective pricing for kerbside services.

For households receiving the new FOGO (Food Organics and Garden Organics) bin service:

· A standard 240-litre FOGO bin will be provided, with an annual charge of $208.

· These households will also have their general waste bin downsized to a 140-litre bin, which reduces the general waste charge by $174.

· This results in a net increase of just $34 per year to the resident’s existing waste charge.

A close-up of a price list

AI-generated content may be incorrect.

Existing Funding Sources

Current funding sources for the delivery

· 2021 - DELWP (DEECA) Kerbside Reform Support Fund ($54K) - Milestone 1

Funding for Implementation of local education programs to support the new service, this will be used to deliver communications plan.

· 2022 - DELWP (DEECA) Kerbside Reform Support Fund ($203K) - Milestone 2

Funding for Costs associated with bins, lids and kitchen caddies for the provision of kerbside services for glass, food organics and garden organics.

· The ongoing FOGO waste service charge which is based on the amortised total cost of the ‘service’ including kerbside collection, material disposal, bin depreciation (10 years), service/repair and overheads. This reduces the need to increase the cost of the waste service charge to cover any upfront roll-out costs.

Legal/Statutory

Victorian councils have a statutory duty to provide a standardized four-stream household waste and recycling service by July 2027, adhering to specific guidelines regarding bin colours, accepted materials, and service delivery methods as outlined in the Household Waste and Recycling Service Standard 2024 and underpinned by the Circular Economy (Waste Reduction and Recycling) Act 2021 and its associated regulations. Non-compliance can result in regulatory action

Social and Diversity

There are no social impacts identified for the subject of this report.

Equity Impact Assessment (EIA)

There are no equity impacts identified for the subject of this report.

Environmental/Sustainability Impacts

Introducing new and expanded kerbside collection services has the potential to deliver significant positive environmental and sustainability impacts for Victorian councils and communities by driving higher recycling rates, reducing landfill waste and greenhouse gas emissions, improving material quality, and supporting the transition to a circular economy. Careful implementation, ongoing community education, and sufficient processing infrastructure are key to maximizing these benefits.

Strategic Links

Council Plan 2021 – 2025

This report supports the 2021-2025 Council Plan through the following objectives and actions:

3. Valuing our Environment

§ 3.2 Reduce waste and enhance resource recovery

§ 3.2.1.1 Develop the new Waste Strategy in consultation with the community.

§ 3.2.1.2 Ensure service delivery is in accordance with the Recycle Victoria Policy

§ 3.2.1.3 Ensure services and facilities are operated in compliance with the updated Environmental Protection Act.

§ 3.2.1.4 Explore feasibility of commercial options to divert materials from waste and recycling streams.

§ 3.2.1.5 Introduce a third glass-only bin into the community. Provide educational resources to households to ensure a successful uptake.

Rural City of Wangaratta 2033 Community Vision

This report supports the 2033 Community Vision through the following objectives:

Environment – Reduce Waste and Enhance Resource Recovery

§ M1 Service our community by managing our waste and recycling streams

§ M2 Strengthen positive behaviours throughout the community to minimise the negative impact of waste

§ M3 Reduce waste and waste generation from Council Operations

§ M4 Establish our community as leaders in the organics waste processing and associated resource recovery

Risk Management

Risk Management Framework

Risk

Risk Ranking

Proposed Treatments

Within Existing Resources

If additional FOGO and glass kerbside collection service is not introduced Council will not comply with the Victorian Government’s Recycling Victoria policy.

High

Introduction of a FOGO and glass kerbside collection service.

This service will be provided through the Waste Service Charge. Roll-out costs will be further offset by funding sources.

Impact to Councils reputation as increasing community expectation that a kerbside collection service is provided.

High

Introduction of a FOGO and glass kerbside collection service.

This service will be provided through the Waste Service Charge. Roll-out costs will be further offset by funding sources.

Poor uptake and participation rates in correct use of FOGO and glass kerbside collection service (low resource recovery, high contamination)

High

Develop and implement a well-resourced Communication & Education Plan

This will be funded by existing Kerbside Reform Support Fund.

Consultation/Communication

Council (and the Victorian Government) has undertaken community consultation and education in relation to kerbside reform over the last 2 years. Actively seeking community feedback on proposed service model and delivering education programs to residents and students in relation to why the changes are required, target implementation dates, what the changes are and how to use the new collection services.

Council officers will implement further communication & education to inform the community of changes in areas identified in this report.

The primary objective of the Communication & Education Plan is to achieve maximum uptake in areas receiving new bins whilst minimising contamination.

The Communication & Education Plan will have 3 stages:

1. Pre-implementation: May to July 2025 – this will focus messaging on the change that is coming (Glass and FOGO) and the broader intent of the Circular Economy Act.

2. Implementation: July to October 2025 - this will focus messaging on how to correctly use the newly introduced service to maximise resource recovery and minimise contamination.

3. Post-implementation: November 2025 onwards – this will focus messaging on active performance following the roll out i.e. sharing recorded data of quantity of material diverted as well as contamination rates.

The communication & education plan will be used to guide a combination of activities including:

§ Community information packs

§ RCoW Website (project page and FAQ)

§ RCoW social media

§ Media Release’s

§ Media opportunities (where appropriate)

§ Rural City Connect (weekly newspaper ad)

§ Our Community Matters (quarterly newsletter)

§ Community engagement tools (workshops, meetings, & roadshows)

§ Regional media, including advertising leveraging off other councils in the area implementing similar Kerbside services in line with reform.

Officers believe that appropriate consultation has occurred, and the matter is now ready for Council consideration.

Options for Consideration

1. Option 1: Glass & FOGO expansion (urban, rural areas/townships) RECOMENDED

Introduce kerbside glass and FOGO service to meet full requirements of Council in accordance with service standard. Glass: Delivered July, commence service September 2025 (quarterly) ongoing. FOGO: Delivered July, commence service August 2025, (weekly) ongoing

Option 2: Glass only expansion to extent of existing FOGO service. (urban, rural/townships)

Introduce kerbside glass to extent of existing kerbside FOGO service (Wangaratta, Glenrowan, Oxley, Milawa) Glass: Delivered July, commence service September 2025 (quarterly) ongoing - Future non-compliance with Service Standard (may result in further enforcement actions by Recycle Victoria on 01st July 2027).

Option 3: Glass only expansion to Wangaratta (urban only)

Introduce kerbside glass to Wangaratta urban only. Glass: Delivered July, commence service September, quarterly ongoing - Future non-compliance with Service Standard (may result in further enforcement actions by Recycle Victoria on 01st July 2027) – Reduced DELWP (DEECA) Kerbside Reform Support Fund – increased cost of service provision.

Option 4: Pause roll-out

Pause roll-out until service standard finalised – Future non-compliance with Service Standard (may result in further enforcement actions by Recycle Victoria on 01st July 2027) – Zero DELWP (DEECA) Kerbside Reform Support Fund – increased cost of service provision.

Option 5: Do not expand services

Do not rollout new services - Non-compliance with Service Standard (may result in further enforcement actions by Recycle Victoria on 01st July 2027) – Zero DELWP (DEECA) Kerbside Reform Support Fund – increased cost of service provision.

Conclusion

The introduction of a kerbside glass collection service and an expanded FOGO (Food Organics and Garden Organics) service is a necessary step for Council to meet its legislative obligations under Section 60 of the Circular Economy (Waste Reduction and Recycling) Act 2021. These reforms are mandatory for all Victorian councils, with deadlines of 2027 for separate glass collection and 2030 for FOGO services.

The recommended approach outlined in this report ensures Council achieves compliance in a cost-effective and operationally practical manner. It also aligns with the intent of the Household Waste and Recycling Service Standard 2024 by providing consistent, accessible, and environmentally responsible waste services to residents. By acting now, Council positions itself as a proactive and responsible organisation committed to sustainable waste management and the long-term benefit of the community.

Attachments

1 Kerbside Glass & Organics Expansion Service Maps April 2025

2 Kerbside FOGO & Glass Roll Out Communications Plan

3 Appendix 1 Waste Area Metrics Q3 24 25

Public Questions

Anne Dunstan (47:24)

Is this going to be subject to the Waste Management Policy… where strata complexes can negotiate… (inaudible)

Director Marcus Goonan responded:

Yes, absolutely, so there is a piece of work that still needs to be done and we actually talk about it in the recommendation, so maybe I should have read it in it’s completeness, but it talks about further information to go out to community members around exactly those type of things.

Brian Fox

Who is paying for the new bins?

Mayor Grant responded:

State Government through a grant process.

Are we going to have numbers on our bins?

Mayor Grant responded:

I don’t believe an identification process is necessary and it would come at a cost. You are welcome to put a number on your bin.

Trevor Werry

Wangandary. Is that not in [the roll-out area list]?

CEO Brendan McGrath responded:

Wangandary is not specifically listed, so it’s not currently listed to be rolled out yet.

Mayor Irene Grant responded:

Waldara could probably encompass that so can we take that on Notice and follow up.

Minutes Scheduled Council Meeting 22

15. Sustainability and Culture

15.1 Tender Award - Provision of Environmental Health Services (56:55)

Meeting Type: Scheduled Council Meeting

Date of Meeting: 27 May 2025

Category: Strategic

Author: Manager Statutory Services

Approver: Director Sustainability and Culture

No Council officers or contractors who have provided advice in relation to this report have declared a conflict of interest regarding the matter under consideration.

Executive Summary

This report is presented to Council to consider awarding contract T17219 – Provision of Environmental Health Services following a tender process.

The contract will assist Council in meeting its legislative obligations to provide a range of environmental health services.

Resolution:

(Moved: Councillor D Fuller/Councillor A Fitzpatrick)

That Council:

1. Awards Contract T17219 for the Provision of Environmental Health Services to Kernow Environmental Services Pty Ltd.

2. Authorises the Chief Executive officer to sign and seal documents for contract T17219 – Provision of Environmental Health Services and to renew a term of the contract subject to performance and Council’s needs.

3. Discloses the contract price of contract T17219 for the Provision of Environmental Health Services.

Director Stephen Swart disclosed the contract price as $489,404.39 excluding GST for the first year, increasing by the CPI annually.

Carried

Background

Council currently operates a contracted Environmental Health Service. The current contract is due to expire at the end of June 2025. A tender process has been completed seeking to procure a contractor who can provide the required statutory environmental health service with a strong focus on customer service. The contact is intended to run for a period of 3 years with the option to extend the contract for a further 2 years after that.

Tenders for a proposed contract to deliver environmental health services was advertised through eProcure on 11 March 2025. The tender closed on 1 April 2025.

The tender was evaluated against the following criteria:

· Capability 30%

· Capacity 20%

· Social Procurement 10%

· Environment 10%

· Price 30%

The tender evaluation panel consisted of Council’s Manager, Statutory Services, Manager Infrastructure, Manager Arts, Culture and Events and Internal Probity Officer. The tender was evaluated as per the Council’s Procurement Policy Guidelines.

Implications

Policy Considerations

Specific Council policies or strategies that relate to this report include:

· Procurement Policy

· Domestic Wastewater Management Plan

Council Officers reviewed the opportunities for collaboration with other Councils or public bodies

but do not consider it suitable for this service at this time.

Financial/Economic Implications

If awarded, the contract will commence in July 2025. Provision has been made for this contract in the draft 025/26 Council Budget. The contract price will increase by CPI each year which will need to be included in future budgets.

Legal/Statutory

Council has a statutory obligation to provide environmental health services.

The procurement process followed for this contract meets the requirements of the Local Government Act 2020.

Social and Diversity

There are no social or diversity impacts identified for the subject of this report.

Equity Impact Assessment (EIA)

There are no equity impacts identified for the subject of this report.

Environmental/Sustainability Impacts

There are no environmental/ sustainability impacts identified for the subject of this report.

Strategic Links

Council Plan 2021 – 2025

This report supports the 2021-2025 Council Plan through the following objectives and actions:

1. Nurturing our Wellbeing

1.6.2.1 – Undertake regular inspections of food premises

1.6.2.2 – Be proactive with education on risks of preventable outbreaks

2. Expanding our Economy

6.2.2.2 Provide an efficient and effective permit system

Rural City of Wangaratta 2033 Community Vision

This report supports the 2033 Community Vision through the following objectives:

· An effective and efficient Council

· A community that is safe, protected and supported

· Sustainable infrastructure that supports growth

Risk Management

Risk Management Framework

Risks	Likelihood	Consequence	Rating	Mitigation Action
Council’s statutory obligations will not be met if the contract is not awarded.	High	Major	Likely	Recruit Environmental Health Officers
If the contract is not awarded community health may be negatively impacted.	High	Major	Likely	Recruit Environmental Health Officers
If the contract is not awarded, Council may have difficulty providing the service in-house due to the difficulty in recruiting Environmental Health Officers	High	Major	Likely	Award contract

Consultation/Communication

Consultation was not undertaken due to the statutory nature of the services to be provided.

A public tender process was undertaken for the recommended contract in accordance with Council’s Procurement Policy.

Options for Consideration

1. Award the contract as recommended.

2. Not award contract – Council will be unable to meet its statutory obligations to provide environmental health services.

Conclusion

Council has a statutory obligation to provide a range of environmental health services. It is recommended that Council award contract T71219 to enable these obligations to continue to be fulfilled.

Attachments

1 Environmental Health Tender Evaluation Report - Confidential

Minutes Scheduled Council Meeting 26

19. Notices of Motion

19.1 Notice of Motion No 70 - Deputy Mayor, Cr Harvey Benton (58:44)

Meeting Type: Scheduled Council Meeting

Date of Meeting: 27 May 2025

Author: Executive Services Coordinator

Approver: Chief Executive Officer

Cr Harvey Benton has given notice of their intention to move as follows at the Scheduled Meeting of Council to be held on 27 May 2025 viz:

Executive Summary

Notice of Motion:

(Moved: Councillor H Benton/Councillor H Bussell)

"That:

1. Council strongly advocates to peak Local Government organizations and appropriate State Government representatives for action against the implementation of the State Governments ESVF on our Community, for the following reasons:

a) the lack of consultation in implementing the fund

b) the methodology of collecting the fund

c) the negative impact on our community”

Carried

Councillor Comments

The changes to the Fire Service Levy (FSL) to the ESVF now re the collection and methodology are very un-clear, how the volunteers are to be charged and reimbursed if any, the collection of the levy by Council. The responsibility of collection unpaid rates/levy will it become council responsibility? Therefor council becoming a bank for the State Government.

The actual amounts are un-clear even what is publicly available to give community individuals some ability to plan. Volunteers now must pay the Levy in full, then if eligible claim back a capped

amount of what they have paid.

The table shown on the government web page to the liability of individual property owners at present of the FSL is to remain or is it calculated in the new ESVF is difficult to identify. The best understanding is that the property owners in the RCOW will have a 3.3-million-dollar extra liability in the 25/26 year than at present. This is equivalent to a 10% rate rise on and above the rates

imposed at present.

Officer Comments

The ESVF legislation passed the Victorian Upper House on 15^th March 2025.

Whilst Council accepts the change of legislation, Council is concerned about the additional cost impact on rate payers created by the new tax, and are also concerned about the time and cost to administer the change. Additionally, with the collection coming of the levy made directly from Council, community may perceive this to be a Council charge, rather than a state charge.

Under the legislation, Council will only pay the funds as we collect them, so funds that are outstanding to council are also outstanding to State Revenue Office. Volunteers now must pay the Levy in full, then if eligible claim back a capped amount of what they have paid.

Council is paid a fee to administer this fund, and once necessary changes are established, we believe the change may ease the administration from a processing point of view.

Council Officers are planning for necessary system changes and stakeholder management for commencement in July 2025.

20. Urgent Business

Nil

21. Public Question Time (1:08:13)

21.1

(1:11:26)

Paul Carrick submitted the following questions online:

Question 1 – What is the purpose of the Community Vision Statement and by what criteria do we evaluate its efficacy?

Acting Director Tom Coelli-Donaghy responded:

Some of the measures that will be consider are sourced from the following data sets.

1. Local Government Performance Reporting Framework

2. Victorian Population Health Survey

3. Australian Bureau of Statistics

Vision

Wangaratta is a place for everyone.

We are a welcoming and caring community where everyone feels connected and supported to live well.

We value balance between our urban and rural communities, ensuring shared opportunity and quality of life.

Our natural environment supports our wellbeing and forms a strong part of our cultural identity.

Our strength lies in our resilience and active participation in shaping a future for all to thrive.

Question 2 – What does a place for all mean in a practical sense? Specifically, are we welcoming people irrespective of skills or need for social support, i.e. criteria already in place with the Federal Migration Act.

Acting Director Tom Coelli-Donaghy responded:

"A place for all" in a practical sense means creating an environment where everyone feels welcome, included, valued, and able to participate fully, regardless of their background, identity, or circumstances. Here's how that can look in practice:

1. Physical Accessibility

• Buildings, facilities, and infrastructure are designed or modified to be accessible to people with disabilities.

• Transportation and signage accommodate a variety of needs (e.g., wheelchair users, people with vision or hearing impairments).

2. Cultural Inclusivity

• Different cultures, languages, and traditions are respected and celebrated.

• Policies and programs reflect the diversity of the people they serve.

3. Affordability and Economic Access

• Services, activities, and housing are priced or subsidized to ensure participation isn’t limited by income.

• Financial assistance or sliding-scale fees are available.

4. Safety and Belonging

• Everyone feels physically safe and emotionally respected.

• Harassment, discrimination, and exclusion are actively addressed.

In short, “a place for all” doesn’t just mean everyone is allowed to be there—it means the environment is intentionally designed so that everyone can thrive there.

Council will always act within the legal frameworks of any specific matter.

21.2

(1:14:27)

Luke Davies submitted the following questions online:

Question 1 – Did the author of the "DRAFT Community Vision Statement"

& the author of the "Council Plan Community Engagement Report" utilise AI in writing these documents?

Acting Director Tom Coelli-Donaghy responded:

Council is currently considering the use of AI in the workplace, at this time we have not endorsed its usage. The "DRAFT Community Vision Statement" & "Council Plan Community Engagement Report" where not produced using AI.

Question 2 – Can the council notify people via the council website when any document placed on the website for public feedback has been wholly or partly composed utilising AI?

Acting Director Tom Coelli-Donaghy responded:

Council will address how we make people aware of AI content in documents through our AI policy.

21.3

(1:16:10)

Cassandra Pollock

Question 1 – There’s been a change to the Council website over the last 6 months or so. When a draft document gets put up for feedback, there is now only one option presented to the public that they fill out an accompanying survey. It used to be the case that an email address was supplied so someone could easily see where to email in their own written feedback. There’s no reason Council can’t continue using surveys while also informing the public that it is also OK to send in an email as feedback. My request is alongside providing a link to a survey, also provide an email address for feedback on the Wangaratta Connect Portal.

CEO responded

I am not aware that there’s been any blanket decision that via a survey is the only mechanism for feedback. I would hazard a guess that we are encouraging surveys through a particular form to make sure we try and capture them all in the one place easily. There is a risk when people send in responses you know to individual Councillors or officers, for example, there is a risk that some of that doesn’t get collated or brought together to help inform whatever the final decision is. We are always happy to receive people’s responses either via a letter or via an email in addition to whatever other mechanism that we might promote.

Could that be pointed out on the Wangaratta Connect website?

CEO McGrath responded:

I can’t see any reason why that could not be..

Question 2 – I have a question in relation to the way Council is using images of our national flags on the Council website. If you’re going to use the website to display icons of flags, shouldn’t it reflect what is actually flying on the Council government flagpoles, next to this building? Those 3 flagpoles fly our 3 national flags. Can the Australian flag icon be placed on the Council website next to the 2 important indigenous flags?

CEO McGrath responded:

Yes

21.4

(1:20:24)

Claire Russell – on behalf on the Wangaratta Historical Society

Question 1 – Does Council receive the Advisory Committee Reports? We would like our information to come forward and am interested to know how to get that information fed through

Mayor Grant responded:

Unless your information gets fed through the Arts and Culture committee, we don’t receive that information. Find that pathway through an existing committee that can then be presented to Council.

21.5

(1:23:18)

John Bridges

Question 1 – relating to my question at the last meeting at Moyhu. I want to make sure the question and response are noted.

CEO McGrath responded ;

The Governance Rules require that any question taken on Notice are to be included, and any response provided, to go in the Minutes of the next Scheduled Council Meeting, and so they will appear in the Minutes of today’s meeting.

21.6

(1:24:38)

Brian Fox

I would like you to reissue the Portfolios of Councillors and tell me who is responsible for the maintenance and cleanliness of the CBD.

Mayor Grant responded:

Portfolios have been allocated, and what you’re talking about is an operational issue, Councillors are not personally responsible for the maintenance or cleanliness of the CBD.

Rubbish bin overflowing in Ovens Street. I have photographs. What do you want me to do with those

Mayor Grant responded:

Lodge a Customer Action Request form.

Will Council nominate a named employee to monitor the Sisely Avenue crossing works. The left lane of Tone Road inbound has been closed since last Thursday. There is no need for it.

Director Marcus Goonan responded:

These are North East Water works. Council works with North East Water to enable these works to run as smoothly as possible, but with major works like this, there will be disruption.

21.7

(1:31:30)

Claire Russell

Regarding Brian’s concerns about the bins, Snap Send Solve is a great app and Council staff are really responsive.

21.8

John Bridges asked a question at the April Council Meeting which was taken on notice:

Thanks for your correspondence submitted to the April Council meeting with questions

relating to Councils advocacy for improvements to the Wangaratta-Whitfield Road.

Unfortunately, we were unaware of your three questions on the evening of the meeting

and were only able to locate them in the days following, I understand you have been

advised of this. My apologies that this meant it took some time on the evening to

understand what you were seeking.

I understand you are still seeking more information on discussions Council has held to

progress this initiative.

As you are aware, the upgrade is one of our key advocacy priorities (see attached Priority document), and has been for a number of years. We recognise the importance of the road for local traffic, agricultural activities and tourism visitation. We also recognise the tension between these uses and the need to improve the road for the safety of all users.

I am not in a position to provide an individual recap of every discussion we have had in

the last year or two, but I can advise we have briefed, among others, the following (many on more than one occasion), using the advocacy document to underpin those

discussions:

Current & former Regional Directors of RRV and VicRoads.

Current & former Regional Directors of RDV Hume

Secretary of transport

The Hon. Jaclyn Symes

The Hon. Jaala Pullford

The Hon. Melissa Horne

Various Ministerial Office staff

Tim McCurdy

Helen Haines

Senator Jane Hume

Federal Minister for Roads & Transport

Federal Minister for Local Government

Hume RDA

Hume Regional Partnership

In all cases I can advise that in my opinion these stakeholders acknowledged the

challenge presented, could see the need for funding, and the benefit of completing the

work. The challenge is that every region in Victoria for State representatives has similar priorities, and for federal representative’s, these are nationwide priorities. It’s a matter of trying to escalate our project high enough among other priorities that it’s funded.

Whilst I appreciate the work you’ve done to try and advance this and your frustration that it’s not yet been funded, public criticism of Councils considerable efforts is not going to advance the cause. It would be more productive to direct this energy toward making sure the owners of the road and those who will fund the upgrades appreciate the depth of the communities concerns.

I trust this gives you a clearer understanding of the work we been doing to try and secure funding for this project.

22. Confidential Business

Nil

23. Closure of Meeting

The Meeting closed at 4:31pm.

24. Appendix

Appendix 1: Councillor Report – Dave Fuller

Our information: Centre Against Violence – State of play May 2025

The Rural City of Wangaratta is experiencing a range of complex social challenges that demand focused attention and coordinated action.

This report provides a detailed overview of the key issues affecting the community, drawing from the Ovens Murray Area Community Needs Assessment 2024 and the CAV Annual Report 2024–2025. This evidence-based analysis supports advocacy efforts for enhanced services in the areas of family violence, mental health, alcohol and other drugs (AOD), sexual assault, and housing and homelessness.

Statistics: Local, Regional, and National

Family Violence Rates (National Crime Statistics)

Benalla: 71% above the state average
Wangaratta: 49.3% above the state average
Wodonga: 61% above the state average

Women Killed in Australia (2025 to end April 2025)

14 women killed by an intimate partner (Destroy the Joint)
25 women killed by violence (Red Heart Campaign)

Women Killed (2024 full year)

78 women killed by an intimate partner (Destroy the Joint)
103 women killed by violence (Red Heart Campaign)

Australian Institute of Health and Welfare (Sexual Assault Services data)

4% (2.8 million) of Australians aged 18+ have experienced sexual violence since age 15
1 in 9 women (11%, or 1.1 million) experienced sexual violence by a male intimate partner
1 in 20 women (4.9%, or 489,000) experienced sexual violence by a male friend or housemate

CAV Annual Report 2024–2025 – Ovens Murray Region

Family Violence: 380 clients (84% female); 85 adults and 41 children assisted into accommodation (404% above target); 75 high-risk cases
Sexual Assault Support (SAS): 495 clients; 53% past sexual assault, 31% recent, 60% childhood sexual assault

The Orange Door 2024-2024 – Ovens Murray Region

6143 unique clients: 3345 adults, 3798 children, 14.7% First Nations Peoples

Stats: Domestic & Sexual Violence Against LGBTQIA+ People (Australia)

Sexual Violence

LGB+ women are significantly more likely to have experienced sexual violence in the past two years compared to heterosexual women (13% vs. 2.4%)
Trans and gender-diverse Australians report particularly high rates of sexual violence, with 53.2% having experienced it.

Intimate Partner and Family Violence

According to the 2019 Private Lives 3 survey, 61% of LGBTIQA+ respondents have experienced intimate partner violence.
The most commonly reported forms of intimate partner violence include emotional abuse (48%), verbal abuse (42%), and social isolation (27%) .

Non-binary individuals consistently report higher rates of violence across all categories compared to other gender identities.

*Statistics taken from the Australian Institute of Health & Welfare

Stats: Domestic & Sexual Violence Against People With Disabilities (Australia)

Physical and Sexual Violence

Physical Violence: In 2021–22, 5.8% of women with disabilities reported experiencing physical violence in the past two years, compared to 4.2% of women without disabilities.
Sexual Violence: 4.0% of women with disabilities experienced sexual violence in the past two years, compared to 2.5% of women without disabilities.
Psychosocial Disabilities: Women with psychosocial disabilities reported even higher rates, with 12% experiencing sexual violence in the past two years.

Intimate Partner Violence

Emotional Abuse: 7.0% of women with disabilities experienced emotional abuse by a partner in the past two years, compared to 4.6% of women without disabilities.
Economic Abuse: 4.6% of women with disabilities faced economic abuse by a partner, compared to 2.4% of women without disabilities.

Lifetime Exposure

Overall Violence: Over their lifetime, 64% of people with disabilities reported experiencing physical violence, sexual violence, intimate partner violence, emotional abuse, and/or stalking, compared to 45% of people without disabilities.
*Statistics taken from the Australian Institute of Health & Welfare AND the Royal Commission of Disability Abuse.

Key Findings – Ovens Murray Needs Assessment

The Ovens Murray Area Community Needs Assessment 2024 identifies the following priority areas for Wangaratta:

Family Violence: High rates affecting women and children, worsened by rural isolation and socio-economic stress
Mental Health: Elevated levels of anxiety and depression, especially in young women; access to local support is limited
Alcohol and Other Drugs (AOD): High alcohol use and related ambulance call-outs; limited outreach and support services
Housing and Homelessness: Rising instability, especially among single-parent families and youth; emergency housing options are scarce

Key Barriers

Crisis Accommodation Shortage: Demand for emergency housing exceeded expectations by over 400%
High-Risk Cases: 75 high-risk family violence cases require intensive and ongoing support
Service Inaccessibility: Rural geography, long travel times, and limited public transport options hinder service access
Fragmented Support Pathways: Disconnected systems between mental health, family violence, and homelessness services
Workforce Shortages: Lack of trauma-informed professionals and family violence specialists

General Support Needed:

Increased crisis accommodation capacity
Integrated service models across sectors
Improved rural transport and outreach services
Strategic workforce development
Strengthened early intervention initiatives

Recommended Actions for Rural City of Wangaratta

Mandatory Policies for Council Facility Users: Require policies supporting family violence prevention, gender equity, and inclusion at all council-owned venues
Support service integration: Establish models that link mental health, AOD, family violence, and housing supports
Expanded Crisis Support: Increase crisis accommodation availability and emergency response capacity
Targeted Programs for Women and Youth: Develop tailored interventions for high-risk populations
Accessibility Improvements: Address transport barriers, especially in outlying rural areas
Cross-Border Collaboration: Coordinate services with nearby NSW communities
Workforce Development: Recruit and train trauma-informed practitioners
Housing Initiatives: Prioritise affordable and crisis housing development
Inclusion and Anti-Discrimination: Support campaigns that promote inclusive, safe spaces for all
Inclusive Community Events: Provide support and visibility for initiatives like the 16 Days of Activism, LGBTQIA+, and CALD community events through grants, logistics, and Council participation.

Detailed Recommendation for Prevention of Violence

Introduce mandatory policies for community organisations using council-owned facilities.

Objectives:

Create environments free from violence, discrimination, and gender-based harm
Promote gender equity and inclusive spaces for all community members
Encourage respectful conduct and safety for women, children, and LGBTQIA+ individuals

Implementation Steps:

Policy Integration:

All clubs and community groups must sign a Code of Conduct when hiring council facilities
The Code includes commitments to family violence prevention, gender equity, and inclusivity

Council-Led Training and Resources:

Workshops and resource packs will support policy implementation
Topics: recognising family violence, respectful relationships, bystander intervention, and inclusion

Community Awareness Campaigns:

Promote respectful behaviours through signage, posters, and public messaging in community hubs

Monitoring and Compliance:

Conduct regular check-ins with facility users
Non-compliance may result in access restrictions or mandatory training

Expected Impact:

Safer, more inclusive sporting and community environments
Increased community awareness of respectful behaviours and equity
Strengthened social cohesion and protection for vulnerable groups

Support Local Organisations to Lead Community Change:

Objectives:

Empower frontline organisations (e.g., Centre Against Violence, LINE Wangaratta, NEMA) to deliver prevention and early intervention activities
Raise the visibility of local support services as key community leaders in creating safe, inclusive environments
Foster stronger partnerships between Council and service organisations to co-deliver positive cultural change

Implementation Steps:

Visibility and Access:

Prioritise visibility of local support organisations in Council communications, events, and campaigns
Promote and provide no-cost access to Council venues for awareness activities (e.g., vigils, community education sessions)

Capacity Building and Support:

Offer grants and logistical support to local organisations to deliver prevention-focused events
Facilitate co-branded messaging on social media, newsletters, and public spaces (e.g., billboards, posters in community hubs)

Partnership and Coordination:

Establish a working group of local organisations and Council staff to guide community safety initiatives
Share Council-led data and community insights with local services to inform programming and advocacy

Recognition and Endorsement:

Publicly acknowledge and celebrate the work of local organisations during civic events and awareness campaigns (e.g., 16 Days of Activism, National Reconciliation Week, Idahobit Day)
Endorse and participate in collaborative community responses to crises or emerging issues (e.g., high-profile incidents of violence)

Expected Impact:

Stronger alignment between Council and local organisations working to prevent violence and promote wellbeing
Increased community trust and engagement with frontline services
Enhanced ability for local services to lead grassroots change, promote equity, and strengthen social cohesion

Appendix 2: Item 13.4 S11A Instrument of Appointment and Authorisation

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Appendix 3: Item 13.4 S11B Instrument of Appointment and Authorisation

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